MOUNT ISA CITY LOCAL DISASTER MANAGEMENT PLAN

MOUNT ISA CITY LOCAL DISASTER MANAGEMENT PLAN

Prepared by

Mount Isa City Council Updated April 2020 Updated by Chief Executive Officer, MICC

Mount Isa City Local Disaster Management Plan

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Foreword The ability of a community to cope with the impact of disasters is largely dependent upon its preparedness. As a community, it is essential to be aware of the types of hazards and potential disasters that are likely to occur within the Mount Isa District and to understand the risks associated with such hazards and precautions that should be taken to minimise the effects. Mount Isa City Council is primarily responsible for managing natural disaster events on behalf of its community. It is Council’s key role to identify and understand the credible hazards and risks that could impact the safety and sustainability of its community and to put in place mitigation, preparation, response and recovery strategies within its capabilities and resources. This is achieved through the development of local management plans. This Local Disaster Management Plan sets out Council’s strategies and practices towards enhancing our community’s preparedness for and managing the consequences of a disaster. It also provides information on the links to the local disaster management group, individuals, voluntary organisations and community organisations that are integral to the execution of our disaster management strategy. The community is encouraged to be aware of this plan, the process and strategies contained herein, as the more knowledge an individual has, the better equipped that individual is during emergency situations.


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Endorsement

This plan was approved by the Mount Isa City Council on the 13 May 2020

This plan is endorsed by the Chair of the Local Disaster Management Group

…………………………………………

Her Worship the Mayor

Cr Danielle Slade

Chair, Mount Isa Local Disaster Management Group

This plan has been agreed to and accepted by the Mount Isa City Council through resolution.

Resolution No. OM07/05/20

Date 13 May 2020

The preparation of this Local Disaster Management Plan has been undertaken in accordance with the Disaster Management Act 2003 (the Act) and Disaster Management Regulation 2014, to provide for effective disaster management in the local government area.

The plan is endorsed for distribution by the Mount Isa City Council.

Mount Isa City Council

Date - 13 May 2020


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TABLE OF CONTENTS A. AMENDMENT REGISTER AND VERSION CONTROL………………………….…………………………….6

1. ADMINISTRATION AND GOVERNANCE ...................................................................................... 8

1.1 Introduction / Purposes and Objectives ................................................................................ 8

1.2 Statement of Establishment / Authority to Plan ................................................................... 9

1.3 LDMG Terms of Reference ................................................................................................... 14

1.4 Roles and Responsibilities .................................................................................................... 16

1.5 Public Health……………………………………………………………………………..........................................21

1.6 Coordination of Disaster Operations ................................................................................... 38

1.6 Statement of Compliance With Legislation, Guidelines and Strategic Policy Framework ............... 38

1.7 Definitions, Abbreviations and Acronyms ........................................................................... 38

2. LOCAL DISASTER MANAGEMENT GROUP ................................................................................. 27

2.1 Agency Roles and Responsibilities ………………………………………………………………………………38

2.2 Administrative Roles and Responsibilities……………………………………………………………………………38

2.3 Processes and Timeframes………..…………………………………………….………………………………………….38

2.4 Authority to Activate the Group…………………………………………………………………………………..…..…29

2.5 Reporting Requirements,…………………………………………………………………………………………………....29

3. DISASTER RISK ASSESSMENT ............................................................................................................ 42

3.1 Community Context .................................................................................................... 42

3.2 Hazards ...................................................................................................................... 48

3.3 Risk Assessment.......................................................................................................... 58

3.4 Risk Treatment ........................................................................................................... 59

4. CAPACITY BUILDING ............................................................................................................... 60

4.1 Capacity Building ........................................................................................................ 61

4.2 Community Awareness ............................................................................................... 61

4.4 Exercises .................................................................................................................... 51

4.5 Post Disaster Assessment ............................................................................................ 51

5. RESPONSE STRATEGY .............................................................................................................. 52

5.1 Operational Planning……………………………………….…...……………………………………………………..…52

5.2 Warning Notification and Dissemination …………………………...…….………………………..…..……..53

5.3 Activation of Response Arrangements .......................................................................... 63

5.4 Role of the Local Disaster Coordination Centre Operation and Management .................. 63

5.5 State Emeregency Services – Partnerships .................................................................... 64

5.6 Declaration of a Disaster Situation ............................................................................... 65


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5.7 Operational Reporting ................................................................................................. 65

5.8 Financial Management ................................................................................................ 66

5.9 Disaster Financial Assistance Arrangements ................................................................. 66

6. RECOVERY STRATEGY.............................................................................................................. 60

6.1 Economic ................................................................................................................... 60

6.2 Environment ...................................... …………………………………………………………………………60

6.3 Human-Social ............................................................................................................. 60

66..44 Infrastructure…………………………………………………..………………………………………………………………60

7. PUBLIC HEALTH....................................................................................................................... 69

8. EVACUATION AND EVACATION CENTRE MANAGEMENT .......................................................... 62

8.1 Evacuation Centres ...................................................................................................... 71

8.2 Evacuation Centre Managers ........................................................................................ 71

9. IMPACT ASSESMENT ............................................................................................................... 73

10. LDMG SUB-PLANS ................................................................................................................. 73

1100..11 Annexure A LDMG Core Group, Advisors and Specialist Advisors Group List

10.2 Annexure B Public Health Sub Plan

10.3 Annexure C Community Recovery Sub Plan

10.4 Annexure D Disaster Risk Management Report

10.5 Annexure E Workplace Health and Safety Natural Disaster Guide

10.6 Annexure F Road Closure Policy and Procedure

10.6 Annexure G Distribution List

10.7 Annexure H Workplace Health and Safety Leichardt River Prescribed Burn Procedure

10.8 Annexure I LLooccaall LLeevveellss ooff AAccttiivvaattiioonn ffoorr RReessppoonnssee AArrrraannggeemmeennttss

10.9 Annexure J Local Levels of Activation for Recovery Arrangements

10.10 Annexure K Mount Isa City LDCC Standard Operating Proceedures

10.11 Annexure L Mount Isa City Evacuation Centre Standard Operating Proceedures


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A. Amendment Register and Version Control

This plan must reflect the changes in the Mount Isa community; as such it will undergo changes as the Community and City develops over time.

The Local Disaster Management Plan (LDMP) is a controlled document. The controller of the document is the Mount Isa City Local Disaster Coordinator (LDC). Any proposed amendments to this plan should be forwarded in writing to:

Attn: Local Disaster Coordinator

23 West Street Mount Isa Qld 4825

The LDC may approve inconsequential amendments to this document. Any changes to the intent of the document must be approved and endorsed by Mount Isa City Council (MICC).

A copy of each amendment is to be forwarded to those identified in the distribution list. On receipt, the amendment is to be inserted into the document and the Amendment Register updated and dated when approved by Council, as appropriate.

I. Version Control Amendment Register

Version Date Date Approved by Council

1.0 06 June 2013 12.07.2013

1.1 06 June 2014

1.2 03 August 2014

1.3 15 July 2016

1.4 06 April 2020 13.05.2020


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II. Distribution and Availability of Plan

Description of Location of Copy Contact Person Contact Details Controlled Copy

(Y/N)

Hard Copy MICC Chief Executive Officer’s Office

Sharon Ibardolaza 0437 933 869 Y

MICC Website Lyndsay Jameson 47473200 Y

Original Digital Copy H:\LOCAL DISASTER MANAGEMENT GROUP FOLDER\LDMP Folder\LDMG Disaster Management Plan Folder

Emilio Cianetti 0417 745 962 Y

This plan has been distributed in accordance with the distribution list at Annexure G.

Electronic copies of this plan are available on Mount Isa City Council’s website www.mountisa.qld.gov.au under Disaster Management.

Hard copies are also available to the public on request to Council’s Customer Service Department for viewing or for purchase according to Council’s current fees and charges copying rates.

III. Detail of Amendments to Mount Isa City Local Disaster Management Plan

Revision Date Section Number Details of Amendment Officer 1.0 06/06/2014 E. Cianetti

(EC)

1.1 03/08/2014 Section 3.2.9

Inclusion of link to member organisation mitigation strategies (Dam Owner’s EMP)

(EC)

03/08/2014 Section 5.4 (Table 5.4)

Updating action outline for “Alert Stage”, “Lean Forward Stage”, “Stand Up Stage” and “Stand Down Stage”

(EC)

03/08/2014 Section 6 Explanation re Sub Plan requirements. (EC)

1.2 03/08/2014 Contents Page Updated referencing (EC)

1.3 15/07/2016 Sect 1.7 Approval by Chair of LDMG (EC)

Sect 1.8.1 Remove section and replace with amendment table on this page

(EC)

Sect 1.8.2 Reindex section to 1.8.1 (EC)

Sect 1.8.1 Version Control updated (EC)

Sect 1.9 Distribution List updated (EC)

Sect 11 Attachment of updated distribution List (EC)

1.4 10/12/2019 Plan Review (EC)

http://www.mountisa.qld.gov.au/


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11.. AAddmmiinniissttrraattiioonn aanndd GGoovveerrnnaannccee

1.1 Introduction

Mount Isa City is not immune to natural disasters, whilst these types of events are not common, we cannot afford to become complacent. The key to effective disaster response and recovery is the resilience of the community and the willingness of people to work together for the benefit of the community.

Mount Isa City Council, through the work of the Local Disaster Management Group (LDMG) will maintain their commitment to effective disaster management for the City. To be effective our disaster management planning must be fluid and adaptable, we learn from events in the City and we examine the actions of other Local Governments to ensure that we improve and adapt to changes such as the expectations of the community and climate change.

This is a community plan and to be truly effective we must draw on the collective knowledge of the community to develop a plan that is suitable and effective.

The purpose of the Mount Isa City Disaster Management Plan is to address the disaster management needs of the Mount Isa City.

The plan ensures that community risks relating to disaster events, or events that affect the wellbeing of the community are identified and effectively managed.

The plan details the arrangements and responsibilities between response agencies, supporting government and non-government organisations.

The objective of the plan is to ensure that risks requiring District level support are identified and communicated to District level.

The Plan identifies Disaster Management Priorities for Mount Isa as:

• Build community resilience

• Protect and preserve life

• Protect infrastructure

• Manage information

• Coordinate recovery


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1.2 Statement of Establishment / Authority to Plan / Purposes and Objectives

The Disaster Management Act 2003 (the Act) requires comprehensive disaster management plans to be developed. Mount Isa City Council has complied with this since the introduction of the State Disaster Management Organisation Act 1975 for the provision of emergency planning and response for the local community. This plan is prepared for the Mount Isa City Council under the provision of Section 57 of the Disaster Management Act 2003 and replaces any former Local Government Disaster Management Plan.

1 A local government must prepare a plan (a “local disaster management plan”) for disaster

management in the local government’s area.

2 The plan must include provision for the following—

a) the State group’s strategic policy framework for disaster management for the State, and the local government’s policies for disaster management

b) the roles and responsibilities of entities involved in disaster operations and disaster management in the area

c) the coordination of disaster operations and activities relating to disaster management performed by the entities mentioned in paragraph (b)

d) events that are likely to happen in the area e) strategies and priorities for disaster management for the area f) the matters stated in the disaster management guidelines as matters to be included

in the plan g) other matters about disaster management in the area the local government

considers appropriate

1.2.1 Purpose This plan details the arrangements within the Mount Isa City Council local government area to plan and coordinate capability in disaster management and disaster operations. The purpose of the Mount Isa City Local Disaster Management Plan is to address the disaster management needs of Mount Isa City. This will be achieved by:

a) Ensuring that community risks related to events are effectively managed b) Ensuring that risks requiring District level support are identified and

communicated to the District Level c) Ensuring that Local Government and Local Groups comply with their disaster

management obligations under the Disaster Management Act 2003; and other purposes related to disaster management the Local Government determines

1.2.2 Objectives The objective of the Mount Isa City Council Local Disaster Management Plan is to facilitate the implementation of effective and efficient disaster management strategies and arrangements including:

a) the development, review and assessment of effective disaster management for the local government area including arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster


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b) compliance with the State Disaster Management Group’s (SDMG) Strategic Policy Framework; the State Disaster Management Plan; the Local Disaster Management Guidelines; and any other Guidelines relevant to local level disaster management and disaster operations

c) the development, implementation and monitoring of priorities for disaster management for the local government area

d) commitment to maintain and promote cooperation between these Councils in the event of a disaster which affects one or more of these Council areas

1.2.3 Prevention Address and provide prevention strategies for disaster management of the Mount Isa City district through mitigation and education. 1.2.4 Preparedness Address and provide preparedness strategies for disaster management of the Mount Isa City through mitigation and education. The plan aims to identify community awareness programs that will assist the community in preparing for a disaster event. 1.2.5 Response Address and provide response strategies for disaster management of the Mount Isa City district. The following identified natural and non-natural hazards:

• Earthquakes

• Exotic Animal and Plant Diseases

• Flood

• Fire

• Hazardous Materials Incidents

• Pandemics and Epidemics

• Transport Accidents

• Storms

• Water Contamination 1.2.6 Recovery Address and provide recovery strategies for disaster management of the Mount Isa City district. The plan ensures that community risks relating to disaster events or events that affect the wellbeing of the community are identified and effectively managed. The plan is to detail the arrangements and responsibilities between response agencies, supporting government and non-government organisations. The objective of the plan is to ensure that risks requiring District level support are identified and communicated to District level.


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1.2.7 Strategic Policy Statement Disaster management and disaster operations in the Mount Isa City Council local government area are consistent with the Disaster Management Strategic Policy Statement . This is achieved by applying the elements of the Strategic Policy Statement . 1.2.8 Research Mount Isa City Council has a strong history undertaking studies into disaster risks within our Shire. Studies previously undertaken by the Mount Isa City Council under the Natural Disaster Mitigation Program (NDMP) and the Natural Disaster Risk Management Studies Program (NDRMSP) is detailed as Annexure D of this Plan. 1.2.9 Policy and Governance The Mount Isa City Local Disaster Management Group will ensure that the Council’s responsibilities under the Disaster Management Act 2003 are executed in full. The Council is committed to the values of the disaster management strategic framework, and has developed WHS Procedure – Natural Disaster Guide (Annexure E) and prioritised Community safety through inclusion in Councils Corporate Plan 2018-2023 – Priority 1.1 1.2.10 Risk Assessment Mount Isa City Council will continue to implement best practice risk assessment and management practices within the district and will comply with current risk management standards (ISO 31000:2018) and the Queensland Risk Management Framework in order to achieve:

• A more rigorous basis for decision making and planning

• Better identification of threats

• Value from uncertainty and variability

• Pro-active rather then re-active management

• More effective allocation of resources

• Improved incident management and reduction in loss and cost of risk

• Improved community confidence and trust

• Improved compliance with relevant legislation

• Better corporate governance 1.2.11 Mitigation A detailed Mitigation Plan has been developed as an outcome of the Natural Disaster Mitigation Program (NDMP) and the Natural Disaster Risk Management Studies Program including the Mitigation Plan (NDRMSP) is detailed as Annexure D of this Plan. 1.2.12 Preparedness The Mount Isa City LDMG meets a minimum of twice per year and undertakes regular training as per the Queensland Disaster Management Training framework. Exercises are conducted on at least an annual basis. 1.2.13 Response


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In general Mount Isa City LDMG activates every year due to flooding and has well-established procedures for managing this type of disaster. Other types of disasters are regularly exercised to ensure a suitable response is provided when the time comes. During activations a tasking log will be completed through the Council’s electronic system for data management. 1.2.14 Relief and Recovery The Mount Isa City LDMG has developed a Community Recovery Sub Plan (Annexure C), which is based on the five pillars of economic, social, infrastructure, roads and environment. Successful recovery is responsive and flexible, engaging and empowering communities to move forward positively, requires a coordinated and adaptive approach, is built on effective communication with affected communities and other stakeholders and recognises, supports and builds on community and organisational capacity. 1.2.15 Post-Disaster Assessment The Mount Isa City LDMG is developing its Post-Disaster Assessment capabilities. The assessment may include using the QFES Rapid Damage Assessment Teams, Council, and other local agency staff as early as is possible immediate post event, assessments will be forwarded to the District Disaster Coordinator (DDC). Post-activity debriefs will be conducted, debrief reports will be produced, and the recommendations from debriefs will be tabled at the next LDMG meeting for action, and if appropriate included in future LDMG Plan reviews. The Mount Isa City Council and the Local Disaster Management Group will ensure that the Council’s responsibilities under the Disaster Management Act 2003 are executed in full. The Mount Isa City Council is committed to the values of the disaster management strategic framework:

• Protecting health, safety, quality of life and economic vitality

• Building and maintaining partnerships and collaboration across all levels of government, community and industry, in all aspects of disaster management

• Protecting our natural and built environment

• Respecting the diversity of Queensland communities

• Ensuring accountability and transparency of the Queensland disaster management arrangements

1.2.16 Review and Renew Plan

Under the Disaster Management Act 2003, Local Governments are required to ‘review the effectiveness of the plan at least once a year’. ‘Review’ will be taken to mean a process that incorporates:

• Assessment of changes in hazards

• Progress on the mitigation strategy (and therefore changes to exposure/risk)

• Changes in community context (population, demography, socio-economic indicators)

• Lessons identified from exercises, training or previous events


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This annual review process will be conducted in conjunction with LDMG. Changes to the plan shall be endorsed by the Mount Isa LDMG and approved by Mount Isa City Council.

This plan will also be reviewed under the following circumstances:

• Following activation of the LDMG in response to an event

• Following significant changes to the planning environment including changes in threats or the community

• In response to changes in the planning guidelines

• In any other circumstance where the Chairperson believes a review is warranted


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1.3 LDMG Terms of Reference

1.3.1 Role

s. 4A The local government, through the LDMG, retains primary responsibility for managing disaster events contained within the local government area.

1.3.2 Functions

s. 30 The LDMG has the following functions:

(a) To ensure that disaster management and disaster operations in the area are consistent with the State group’s strategic policy framework for disaster management for the State

(b) To develop effective disaster management, and regularly review and assess the disaster management

(c) To help the local government for its area to prepare a local disaster management plan

(d) To identify, and provide advice to the relevant district group about, support services required by the local group to facilitate disaster management and disaster operations in the area

(e) To ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing for, responding to and recovering from a disaster

(f) To manage disaster operations in the area under policies and procedures decided by the State group

(g) To provide reports and make recommendations to the relevant district group about matters relating to disaster operations

(h) To identify, and coordinate the use of, resources that may be used for disaster operations in the area

(i) To establish and review communications systems in the group, and with the relevant district group and other local groups in the disaster district of the relevant district group, for use when a disaster happens

(j) To ensure information about a disaster in the area is promptly given to the relevant district group

(k) To perform other functions given to the group under the Act (l) To perform a function incidental to any of the previous functions mentioned

1.3.3 Membership

s. 33 The LDMG consists of the following members: (a) The persons appointed as members of the group by the relevant local government for the

group (b) At least 1 person nominated by the Chief Executive of the Department of Community

Safety (the Chief Executive) (c) At least 1 person who is a Councillor of a local government

s. 34


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The LDMG must appoint a member of the group as a Chairperson and a member of the group as a Deputy Chairperson. The member appointed as the Chairperson must be a Councillor of a local government. s. 35 The Chairperson must, after consulting with the Chief Executive, appoint in writing the Chief Executive Officer or an employee of the relevant local government as Local Disaster Coordinator. s. 37 At least once a year written notice of the members of the group must be given to the Chief Executive and the relevant District Disaster Coordinator (DDC).

1.3.4 Meetings

s. 39 LDMG meetings must be held at least once in every 6 months at the times and places decided by the Chair; or when asked in writing by the relevant DDC or at least one-half of its members. s. 40 A quorum for a LDMG meeting is the number equal to one-half of the members plus 1, or, if one-half of the members is not a whole number, the next highest whole number. s. 40A A member of a LDMG may, with the approval of the Chairperson, appoint by signed notice another person as his or her deputy. The deputy may attend a meeting in the member’s absence and exercise the member’s functions and powers under the Act. Deputy members are to be counted in deciding if there is a quorum for a meeting. s. 41 The Chairperson is to preside at all LDMG meetings, or in their absence the Deputy Chairperson. If both are absent the meeting must be chaired by a person nominated by the Chairperson, a member nominated by the Deputy Chairperson, or if those offices are vacant, a member of the group chosen by the members present. s. 42 Meetings may be held using any technology that reasonably allows members to hear and take part in discussions as they happen. Members who participate in meetings using this technology are taken to be present at the meeting. s. 43 Minutes must be taken of LDMG meetings.

1.3.5 Local Disaster Management Plan (LDMP)

s. 57 A local government must prepare a LDMP which must include provision for:

(a) The State group’s strategic policy framework for disaster management for the State,

and the local government’s policies for disaster management (b) The roles and responsibilities of entities involved in disaster operations and disaster

management in the area


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(c) The coordination of disaster operations and activities relating to disaster management performed by the entities

(d) Events that are likely to happen in the area (e) Strategies and priorities for disaster management for the area (f) The matters stated in the disaster management guidelines as matters to be included

in the plan (g) Other matters about disaster management in the area the local government considers

appropriate

s. 58 The LDMP must be consistent with the disaster management guidelines. s. 59 The LDMG may review or renew the LDMP when it considers appropriate, however must review the effectiveness of the plan at least once a year. S. 60 The LDMP must be available for inspection, free of charge, by members of the public.

1.4 Roles and Responsibilities

The following tables outline the roles and responsibilities of the various agencies who have accepted responsibility as lead agencies for operations in the disaster management system, whilst not all these agencies will be available at a local level these can be accessed through the disaster management system by requesting support to the district level.

Hazard Lead Agency

Flood Mount Isa City Council

Earthquake Mount Isa City Council

Fires – Urban / Rural QFES – Urban and Rural Operations

Accidents – Road/Aircraft/Boating QPS

Accidents - Rail Qld Transport – Qld Rail

Hazardous Material Incident QPS / QFES

Oil/Chemical Spill (Marine Environment) Queensland Transport (Marine Division) / Mount Isa Water Board

Water Contamination Mount Isa Water Board/ Mount Isa City Council

Medical Pandemics and Epidemics Queensland Health Department

Exotic Animal and Plant Disease Biosecurity Queensland


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Roles & Responsibilities:

Department of Education (DoE) Roles Local District

Lead, manage and coordinate the department’s planning, preparation, response and recovery from disasters and emergencies.

Maintain the safety and wellbeing of students, staff and volunteers who work or participate in DoE schools, institutions and workplaces.

Ensure that all state schools, regional offices and other workplaces have a documented emergency response plan.

Ensure that all DoE regional offices and key workplaces have a tested business continuity plan.

Ensure that DoE is prepared to respond to and recover from, disasters and emergencies.

Facilitate the return of affected state schools to normal operations as soon as safe and practicable following an event.

Facilitate the transition of DoE facilities to cyclone shelters, places of refuge and evacuation centres as required or directed.

Provide workplace health and safety advice, information and awareness about electrical, chemical, asbestos and general safety matters in the lead up to, during and following cyclones, storms, floods and other disasters.


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Capability

Department of Environment and

Science (DES) Roles Local District

Provide technical advice to response activities, regulatory support to affected stakeholders, coordination of environmental recovery initiatives, and the conservation park, state forest users and manage impacts from natural disasters on these community assets. development of climate change adaptation strategies as well as ensure the safety of national park,

Liaise with key stakeholders regarding an imminent disaster event and the status of their operations to understand pressing issues.

Provide expert assessment and advice on:

— impacts and potential harm of incidents on environmental values

— priorities for protection of environmental values

— contaminant containment and treatment measures

— environmental harm mitigation measures

— clean up measures for environments and wildlife

Provide environmental risk assessment of events and incidents affecting infrastructure, mining and industrial sites and, where necessary, authorise emergency actions and releases.

Provide situational monitoring of local government infrastructure including landfills, sewage treatment plants and sewage pump stations, and the provision of expert advice.

Monitor and coordinate any actions relating to heritage buildings pursuant to the Queensland Heritage Act 1992.

Monitor and advise on management of impacted native wildlife outside the national park estate, and reduce conflict and risks to the community due to their displacement.

Provide environmental management advice, assistance and direction during incident response and recovery phases as required under the State Disaster Contingency Action Plan, National Plan for Maritime Emergencies, related MoUs and agreements. Management Plan, State Chemical, Biological and Radiological Plans, Queensland Coastal

Establish mechanisms for industry, landowners and local governments to receive necessary environmental approvals for recovery (e.g. temporary landfills,port nature refuge holders). facility dredge spoil disposal, retrieval of hazardous materials, repairs to heritage listed places and dispensation to beach replenishment, replacement of coastal infrastructure, fill extraction for road repairs,

Conduct investigations pursuant to the Environmental Protection Act 1994 and other environment and conservation legislation.

Provide reports under the water catchments target of the National Impact Assessment Model (NIAM) measure # 46 – km of polluted flood water.

Maintain plans, skills, preparedness and response capability for disasters through structured training, exercises and review of readiness across all levels of the department.

Maintain relationships and cooperative arrangements with other relevant state and Commonwealth departments and entities through regular review of agreed roles and responsibilities.

Closing affected national parks, conservation parks, and state forests.

Coordinating evacuations of national parks, conservation parks, state forests and department owned areas with the QPS.

Lead firefighting on national parks, conservation parks and state forests where there is no threat to life or property.


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Manage impacts on national parks, conservation parks, and state forests, and reopen facilities to the public.

Provide storm tide and wave information, expertise, and advice in accordance with the 12th edition of the Tropical Cyclone Storm Tide Warning Response System Handbook (2016).

Undertake post event coastal field investigations to assess coastal impacts and storm tide inundation levels following a significant storm tide event.

Provide assistance with satellite imagery processing and distribution activities from cross-agency coordination with Department of Natural Resources Mines and Assistance Team. Energy, Land and Spatial Unit, and Geoscience Australia’s Disaster

Provide information about land use mapping and supporting services and activities to key government agencies and industry groups.

Provide water quality monitoring through Catchment Monitoring Programs including the Great Barrier Reef catchment and other monthly grab sampling of water suspended sediments and selected pesticides that may impact the natural environment. catchments to provide data on nitrogenous and phosphorous contaminants,

Deliver hydrodynamic / biogeochemical modelling, through the eReefs data portal providing near real time river plume footprints.

Department of

Housing and Public Works (DHPW) Roles Local District

Functional lead agency for building and engineering services and building recovery. Functional lead agency for coordination of ICT and telecommunications advice and back-end financial transaction processing on behalf of response and recovery lead agencies. Ensure the safety of recreation centre users and manage impacts from natural disasters on these community assets.

Coordinate technical advice on structural suitability of buildings to use as evacuation centres, places of refuge or cyclone shelters.

Coordinate temporary office accommodation for use by state agencies, where occupied.

Coordinate structural assistance grant assessments on behalf of the Department of Communities, Disability Services and Seniors.

Coordinate emergency fleet vehicles for state agencies.

Advise on, and provide temporary emergency accommodation solutions for people displaced by disaster events and for government agency response and/or recovery workers.

Maintain contact registers of professional service providers, specialist building contractors, building services and trades.

Coordinate evacuations, closures and restoration of damaged infrastructure of recreation centres and department owned areas.


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Capability

Department of Innovation, Tourism Industry Development and the Commonwealth Games

(DITIDCG) Roles Local District

Assist the Queensland Government to help Queensland prepare for, respond to and recover from an emergency through the DITID Emergency Management Plan (EMP). The EMP complements the Queensland State Disaster Management Plan and is enacted in line with the Disaster Management Act 2003, Disaster Management Strategic Policy Statement and Queensland Recovery Guidelines. Operate in partnership with other Queensland Government departments. Coordinate activities following a disaster to support tourism throughout Queensland through the Economic Recovery Group and actively engage with key partners to ensure a coordinated approach to economic recovery efforts, including: — Regional Services, DSDMIP — Tourism and Events Queensland (TEQ) — Queensland Tourism Industry Council.

Compile and provide situation reports on impacts to tourism zones and tourism infrastructure.

Resilience and recovery strategies for the tourism industry.

Department of Local Government, Racing and Multicultural Affairs (DLGRMA) Roles Local District

Support disaster mitigation considerations in development planning, built environment and infrastructure design. Manage some funding programs to local governments for disaster resilience and preparedness.

Manage the development and implementation of funding programs that provide funding for works that protect existing essential public infrastructure and/or build resilience to future natural disaster events.

Multicultural Affairs Queensland to advise emergency management and recovery agents on the best ways to reach multicultural and ethnic community organisations and groups.

Department of Natural Resources, Mines and

Energy (DNRME) Roles Local District

Establish and communicate arrangements for an emergency event that impacts or has the potential to impact on security of water, electricity, gas, or liquid fuel supply or pose a risk to dam safety. Develop and maintain DNRME emergency management procedures that provide guidance in the response to an energy or water supply emergency, regardless of the hazard.

Energy

Act as a conduit of information between all relevant parties, including advice on, action and implement the use of any emergency powers.

Develop capability to facilitate emergency actions and responses to an actual or potential energy supply


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Deliver innovative policy, planning and regulatory solutions in partnership with stakeholders to support reliable energy and water supply. Contribute to disaster management responses across those areas where the department has responsibilities or special expertise that include: — Manage impacts on unallocated state land and other land managed by the department. — Maintain DNRME stream gauges that provide stream height, flow and rainfall data used by the Bureau of Meteorology. — Provide assistance during a disaster to QFES, the Public Safety Business Agency (PSBA) in the capture of spatial imagery and spatial information analysis and product production as necessary. — Manage impacts on and from Queensland abandoned mines. — Provide updates on the closure and opening status of current mining operations.

emergency event.

Maintain a watching brief and facilitate information transfer in an emergency that may impact at the local, district, state or national level for an electricity, reticulated gas supply and liquid fuels.

Advise the Minister if emergency powers are required to maintain supply security.

Where appropriate, undertake process to enable the Minister to invoke emergency powers.

Water

Provide information and advice on the issues of dam safety and drinking water supply (continuity and/or safety) as required.

Dam safety

Ensure emergency action plans are in place for referable dams to ensure appropriate action is taken in the event of incidents or failures of the dams.

Collate information from dam owners on event impacts.

Exercise dam safety emergency powers if needed to minimise the risk of failure or consequences of a dam failure.

Drinking water

Ensure drinking water quality management plans are in place by registered drinking water service providers (this does not include private or unregistered providers).

Collate information from service providers and operators of drinking water supply schemes.

Work in partnership with Public Health Units (Queensland Health) regarding drinking water quality issues.

Act as a conduit of information between all relevant parties, including the support and enactment of emergency powers.


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Department of State Development, Manufacturing, Infrastructure and Planning

(DSDMIP) Roles Local District

Lead agency for economic recovery during a disaster event, playing a key role in assisting local government, business and industry in resilience and recovery strategies. During a disaster, DSDMIP chairs the Economic Recovery Group (ERG) which provides strategic advice to the Queensland Government and relevant stakeholders on economic impacts, and develops and implements immediate response actions. The ERG also coordinates input from relevant departments, local government and industry bodies to develop a longer-term economic recovery plan.

Initial situation report on economic impacts on jobs, business and industry in disaster affected areas.

Initial situation reporting on economic impacts of local government areas (LGAs).

Provide support to relevant authorities restoring power, water and communications in the affected communities for the resumption of economic activity.

Ongoing coordination and reporting on the economic recovery tasks for the life of the recovery plan.

Prepare and implement regional plans that identify and interpret relevant matters of state interests for a particular region, including natural hazards, risk and resilience, to achieve desired outcomes.

Department of Transport and Main Roads (DTMR) Roles Local District

Coordinate the effective and efficient delivery of state-controlled road and transport recovery and

reconstruction activities. DTMR also engages directly with industry and the

community on the recovery and reconstruction phases following the natural

disaster and leads the planning and implementation of the roads and transport

functional line of recovery activities.

Provide information and advice regarding the impact of event on road, rail, aviation and maritime infrastructure.

Assist with the safe movement of people resulting from mass evacuation.

Enable an accessible transport system through reinstating road, rail and maritime infrastructure.

Ensure the capability of logistics-related industries is appropriately applied to disaster response and recovery activities.


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Queensland Ambulance Service (QAS) Roles Local District

Provide, operate and maintain ambulance services and service delivery during rescue and other related activities. This includes protecting persons from injury or death, whether or not the individuals are sick or injured.

Provide, operate and maintain ambulance services.

Access, assess, treat and transport sick and injured persons.

Protect persons from injury or death, during rescue and other related activities.

Coordinate all volunteer first aid groups during major emergencies and disasters.

Provide and support temporary health infrastructure where required.

Collaborate with Retrieval Services Queensland in the provision of paramedics for rotary wing operations.

Participate in search and rescue, evacuation and victim reception operations.

Participate in health facility evacuations.

Collaborate with Queensland Health in mass casualty management systems.

Provide disaster, urban search & rescue (USAR), chemical hazard (Hazmat), biological and radiological operations support with specialist logistics and specialist paramedics.

Queensland Corrective Services (QCS) Roles Local District

Lead role for deploying and coordinating low risk prisoners and offenders to assist response and recovery operations.

Deployment and coordination of low risk prisoners and offenders to assist response and recovery operations.


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Capability

Queensland Fire and Emergency Services (QFES) Roles Local District

Ensure the safety of people and property in Queensland through the provision of effective prevention, preparation, response and recovery activities across a range of emergency situations through the capabilities of Fire & Rescue, Rural Fire Service and State Emergency Service.

Primary response agency for structural incidents.

Primary response agency for bushfire incidents.

Primary response agency for chemical / hazmat incidents.

Provide advice, chemical analysis and atmospheric monitoring at relevant incidents.

Provide mass and technical decontamination capability.

Provide rescue and search functions and perform other operations to help and protect injured persons from danger or potential danger.

Distribute and develop (where primary agency) warnings to disaster management stakeholders and communities.

Ensure that persons performing functions under the Disaster Management Act 2003 in relation to disaster operations are appropriately trained.

Provide advice and support to the state group and local and district groups in relation to disaster management and disaster operations.

Emergency supply acquisition and management of supplies and services in support of disaster operations.

Resupply of essential goods (food and basic commodities) to temporarily isolated communities, properties and individuals.

Ensure the capability and capacity of Disaster Assistance Response Te a m s (DART) to assist communities affected by disasters or emergency situations.

Undertake damage assessment function (residential and commercial structures) as soon as practical post disaster / emergency situation and provide findings to disaster management stakeholders.


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Queensland Health Roles Local District

Coordinate and manage the health aspects of a disaster or emergency incident across the full spectrum of prevention, preparedness, response and recovery including health advice to the community, public health, clinical care, forensic support and mental health.

Provide health disaster and emergency incident information to the public and disaster management stakeholders.

Health services – clinical and forensic.

Clinically coordinate aeromedical transport and emergency medical retrieval (with QAS) and provide membership to the SDCC aviation cell when activated.

Clinical response to mass casualty management (with QAS).

Forensic and scientific health services to mass fatality management and terrorism (with QPS).

Recovery mental health support to affected communities (with DCDSS).

Public health and environmental health advice and support to local governments and affected communities and industries.

Environmental health risk assessment advice to other agencies, local government and industries.

Messaging on public health risks to affected communities.

Communicable disease surveillance and response arrangements.

Queensland Police Service (QPS) Roles Local District

To enhance the safety of the community by assisting them to prepare for, respond to and recover from disaster events by providing support and guidance to disaster management groups at all levels.

Preserve peace & good order.

Operational responsibility for first response to terrorism.

Provide the Chair (DDC) and executive support to District Disaster Management Groups.

Managing and coordinating the business of District Disaster Management Groups.

Develop and facilitate a program of disaster management themed exercises.

State Search and Rescue authority and responsible for the coordination of search and rescue operations.

Provide support to Local Disaster Management Groups.

Manage the registration of evacuees and inquiries in partnership with Red Cross.

Provide traffic management, including assistance with road closures and maintenance of road blocks.

Conduct coronial investigations.

Provide a Disaster Victim Identification capability.


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Queensland Reconstruction Authority

(QRA) Roles Local District

Manage and coordinate the state government’s program of infrastructure reconstruction within disaster-affected communities. QRA focuses on working with state and local government partners to deliver value for money and best practice expenditure and acquittal of public reconstruction funds. QRA is also the lead agency responsible for disaster recovery, resilience and mitigation policy.

Drive and coordinate enhancement of resilience throughout Queensland.

Plan and coordinate Queensland and Australian Government assistance under the Disaster Relief and Funding Arrangements (DRFA).

Develop and maintain the Queensland Recovery Plan and event-specific plans.

Monitor damage of public infrastructure and private properties.

Administer DRFA and State Disaster Relief Arrangements.

Manage the service agreement with GIVIT for the coordination of offers of goods and services following a relevant disaster on behalf of the Queensland Government.

Monitor reconstruction activities in affected communities.

Royal Society for the Prevention of Cruelty to Animals (Qld) Ltd (RSPCA) Roles Local District

Provide situational awareness and operational intelligence in relation to animal welfare.

Monitor the responsible care of animals, provide standards of care for animals and protect animals from unjustifiable, unnecessary or unreasonable pain.

Collaborate with stakeholders with shared responsibilities to ensure effective prevention, preparedness, response and recovery strategies and priorities for disaster management within a community.

Assist in identifying and addressing immediate, medium and long term animal welfare recovery needs to enhance the capacity of the local community to recover from a disaster.


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Surf Life Saving Queensland

(SLSQ) Roles Local District

Provide support to all agencies during the response phase of any disaster event. SLSQ works proactively with all emergency services and provides qualified lifesaving personnel to ensure the Queensland public are kept safe during natural disasters. SLSQ makes all surplus lifesaving resources available for use with qualified personal to assist across the Queensland coastline.

Provide advice on coastal and aquatic rescue management to government (state and local) agencies across the state.

Provide a network of support and advice to the QDMC, DDMGs and LDMGs in relation to disaster and emergency response via volunteer surf life savers, professional lifeguards, and the Westpac Life Saver Helicopter Rescue Service.

Provide inflatable rescue boats (IRBs) for use in flood waters, or assist with the relocation of people, emergency service personal and gear / equipment.

Provide members to assist QPS, SES or QFES with door knocking and welfare checks in isolated or affected areas.

Supply suitably qualified personnel with current Surf Lifesaving Awards and appropriate personal protective equipment (PPE).

Maintain a primary focus on Queensland’s patrolled beaches and only supply personnel and equipment not operationally required during the disaster period.

As the primary authority for closing beaches in Queensland, SLSQ will work with all local councils and land managers to ensure proactive and concise messaging about beach closures and associated hazards.

Actively collect and collate information through SLSQ’s State Operations and Communications Centre (SOCC) (which coordinates and monitors 39 coastal cameras and a private radio network from Port Douglas to Tweed Heads) and use existing media channels for key messaging.


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Definitions

Activation of Relief and Recovery Measures

Activated by Minister of Emergency Services for a special geographical area affected by a natural disaster to activate and co-ordinate NDRRA assistance measures

Chairperson The Chairperson of the Disaster Management Group, means the person appointed or acting as the chairperson of the group under section 20 of the Disaster Management Act 2003.

Command

The direction of members and resources of an agency in the performance of the agency's roles and tasks. Command operates vertically within an agency.

Control

The overall direction of the activities, agencies or individuals concerned. Control operates horizontally across all agencies, functions and individuals. Situations are controlled.

Coordination

The bringing together of agencies and individuals to ensure effective disaster management, but does not include the control of agencies and individuals by direction.

Coordination Centre

A centre established at State, District or Local level as a centre of communications and co-ordination during response and recovery operations eg.

DDCC- District Disaster Co-ordination Centre,

SDCC- State Disaster Co-ordination Centre,

LDCC-Local Government Disaster Co-Ordination Centre.

Declared Disaster Officer

(i) a police officer; or

(ii) a persons authorized under s75(1) of the DMA to exercise declared disaster powers for the disaster situation.

Disaster

A “disaster” is a serious disruption in a community, caused by the impact of an event, that requires a significant coordinated response by the State and other entities to help the community recover from the disruption.

In this section –

‘serious disruption’ means -

Loss of human life, or illness or injury to humans; or

widespread or severe property loss or damage; or

widespread or severe damage to the environment.

Disaster District

Means a part of the State prescribed under a regulation as a disaster district.

District Disaster Management

Group

Means the functional group as set out in the Disaster Management Act 2003


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District Disaster Coordinator

Means a police officer appointed by the commissioner Queensland Police Service as a district disaster coordinator under section 25.

Disaster Management

Arrangements about managing the potential adverse events, including, for example, arrangements for mitigating, preventing, preparing for, responding to and recovering from a disaster.

Executive Officer - State Disaster Management

Comittee

Of the State group, means the person who is the executive officer of the group under section 19(3).

Operations Officer – District Disaster

Management Group

That person appointed by the District Disaster Coordinator to be the Operations Officer of the District Disaster Management Group for disaster management purposes.

Functional Lead Agency

A Government Department allocated a responsibility by the State Disaster Management Group to coordinate a particular function in respect of disaster management.

Hazard A potential or existing condition that may cause harm to people or damage to property or the environment.

Incident Day-to-day occurrences which are responded to by a single response agency by itself or in cooperation with other response agencies.

Local Disaster Coordinator

Chief Executive Officer or other council officer appointed by the Chair of the LDMG as the Local Disaster Coordinator.

Local Controller The controller of a Local State Emergency Service Unit appointed under the Disaster Management Act 2003. The Local Controller is usually the appointed leader of a volunteer SES unit.

Local Disaster Management

Group

The persons responsible for implementing the requirements of Local Government with respect to development and implementation of disaster arrangements for their area

Local Disaster Management Plan

A plan that documents agreed arrangements that are in place to deal with disaster events within its area of responsibilities.

Mitigation Measures taken in advance of an event aimed at decreasing or eliminating its impact on society and the environment.

DRFA Financial Guidelines QLD

Financial arrangements for the activation and delivery of Natural Disaster Relief and Recovery assistance within Queensland

Non-Government Organisation

A voluntary organisation or any other private individual or body, other than a government agency.


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Planning Process of developing arrangements for coordinating a response and establishing priorities, duties roles and responsibilities of different individuals and organisations, including an actual state of preparedness.

Preparedness

Action designed to minimise loss of life and damage, and to organise and facilitate timely and effective rescue, relief and rehabilitation in case an event. Preparedness is concerned with understanding the threat; forecasting and warning; educating and training officials and the population; and establishing organisations for the management of disaster situations including preparation of operational plans, training relief groups, stockpiling supplies, and accessing necessary funds.

Prevention Includes the identification of hazards, the assessment of threats to life and property and the taking of measures to reduce or eliminate potential loss of life or property and protect economic development.

Recovery

Includes the process of returning an affected community to its proper level of functioning after a disaster. This process is divided into short term Recovery and Long Term Recovery/Reconstruction.

• Initial Recovery – the aim of initial recovery operations is to satisfy personal and community needs, and to restore services to the level where the continuing process can be managed by local government and the normal responsible agencies

• Long Term Recovery – long term recovery, reconstruction or rehabilitation measures are the subject of separate arrangements.

Resources Includes food, manpower, any horse or other animal, vehicle, vessel, aircraft, plant, apparatus, implement, earthmoving equipment, construction equipment or other equipment of any kind or any means of supplying want or need.

Response Includes the process of combating a disaster and of providing immediate relief for persons affected by a disaster.

Risk

Expected losses (of lives, persons injured, property damaged, and economic activity disrupted) due to a particular hazard for a given area and reference period. Based on mathematical calculations, risk is the product of hazard and vulnerability.

Risk Management The systematic application of management policies, procedures and practices to the tasks of identifying, analysing, assessing, treating and monitoring risk.

State Disaster Management

Committee

Queensland body responsible for the development of Disaster Management policy and coordination of resources necessary to ensure that all steps are taken to plan for and counter the effects of disaster.

Supporting Organisations

Government Departments, statutory authorities, volunteer organisations and other specialist agencies who have indicated a willingness to participate and provide specialist support resources to a functional or threat specific lead agency during disasters.


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Warning Dissemination of message signaling imminent hazard, which may include advice on protective measures.

ADF Australian Defence Force

BOM Bureau of Meteorology

COAG Council of Australian Governments

DACC Defence Aid to the Civil Community

DDC District Disaster Coordinator

DDCC District Disaster Coordination Centre

DDMG District Disaster Management Group

DMA Disaster Management Act 2003

DRFA Disaster Relief Funding Arrangements

EMA Emergency Management Australia

HAZMAT Hazardous Material

LDMG Local Disaster Management Group

LDC Local Disaster Coordinator

LDCC Local Disaster Coordination Centre

NCTP National Counter Terrorism Plan

OIC Officer in Charge

QAS Queensland Ambulance Service

QFES Queensland Fire and Emergency Service

QH Queensland Health

QPS Queensland Police Service

RFDS Royal Flying Doctor Service

SDCC State Disaster Coordination Centre

SDCG State Disaster Coordination Group

SDMC State Disaster Management Comittee

SDRA State Disaster Relief Arrangement

SES State Emergency Service

SEWS Standard Emergency Warning Signal

SITREP Situation Report

SOP Standing Operating Procedures

XO Executive Officer


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1.3.1 Standard for Disaster Management in Queensland

The Standard for Disaster Management in Queensland (the Standard) establishes the performance requirements for all entities involved in disaster management. This Standard is created under section 16N (1) of the Disaster Management Act 2003 (the Act) and is reviewed periodically to ensure it remains contemporary and meets the needs and expectations of the disaster management sector (the sector). The Standard forms the basis for assurance activities conducted by the Office of the Inspector-General Emergency Management (IGEM or the Office) or a disaster management entity.

Shared Responsibilities

The Shared Responsibilities are the elements of disaster management that all entities should deliver against and that everyone within the sector is responsible for contributing to. Shared Responsibilities should not be considered in isolation – they are the interconnected responsibilities that collectively make up the system of disaster management within Queensland.

Outcomes

Outcomes are high-level statements that all entities should strive to achieve. They are the end state that the sector is collectively aiming for. Outcomes are grouped under the correlating Shared Responsibilities.

Indicators

Indicators represent the individual items or actions that demonstrate that an entity is working toward or achieving an Outcome. Indicators define the elements that make up each Outcome. They provide guidance as to the evidence that may be provided when determining whether the Outcome is able to be achieved. As such, all Indicators are specific to the related Outcome.


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Accountabilities

The Accountabilities provide structure for the delivery of Outcomes and Indicators. They consider what an entity is accountable for under legislation and accepted good disaster management practice. The Accountabilities are also a mechanism to frame what the Inspector-General Emergency Management may consider in evidencing the achievement of the Outcomes. The five Accountabilities are:

• Governance

• Doctrine

• People

• Enablers

• Continuous Improvement.

Each of these Accountabilities has specific criteria that must be met to ensure a level of rigour around the delivery of Outcomes.

Emergency Management Assurance Framework

Objectives The objectives of the Framework are to:

• direct, guide and focus the work of all entities working within Queensland’s disaster management arrangements to achieve positive outcomes for the community

• support continuous improvement in disaster management

• provide consistency, and reinforce cultural interoperability and cooperation between entities within the sector

• promote excellence in disaster management and facilitate resilience-building within communities.


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Principles

The Principles provide the ‘why’ for the Emergency Management Assurance Framework

Leadership Leadership is demonstrated through a commitment to building a shared culture of excellence across the disaster management sector. Strategic planning, within the context of resources and risk, underpins clear decision-making and priorities to achieve positive outcomes for, and to enable, the community

Public Safety Keeping the community safe is the primary driver for the continuous improvement of Queensland’s disaster management arrangements. The arrangements are delivered through disaster management groups with a focus on the safety of the community, engaging stakeholders and sharing the responsibility for disaster management.

Partnership Every Queenslander has a role to ensure our State is resilient, risks are managed, and identified opportunities lead to improvement. Strong partnerships across the sector improve disaster management outcomes. Partnerships work well when they are well governed, have clear roles and responsibilities, and promote true collaboration.

Performance A culture of performance drives the productivity and effectiveness of disaster management. Productivity and effectiveness are measured by a combination of quality, quantity, cost, time and human relationships. Performance and continuous improvement are monitored and analysed against Standards.


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Good Practice Attributes

Scalable Arrangements can be applied to any size or type of event and across all levels of Queensland’s disaster management arrangements

Comprehensive Considers all phases of disaster management, all hazards and risks, and a targeted all agencies approach

Interoperable Promotes linkages and partnerships between systems, programs and people, to enable sharing of information and coordinated activities across the sector

Value Driven Ensures that the value of services and systems is considered in terms of cost, fit for purpose, quality, and the advancing of broader economic, environmental and social objectives

Adaptable Arrangements can adapt to a changing climate and environment, remaining flexible to the needs of the community

Assurance Activities

Assurance Activities collectively contribute to the assessment of the overall effectiveness of disaster management in Queensland. Each assurance activity type differs in the level of independence, scope, depth and rigour, to provide insight into the performance of the sector

Source: https://www.igem.qld.gov.au/sites/default/files/2019-12/NEW%20Emergency%20Management%20Assurance%20Framework%20v2.0.pdf https://www.igem.qld.gov.au/sites/default/files/2019-12/NEW%20Standard%20for%20Disaster%20Management%20in%20Queensland%20v2.0.pdf

https://www.igem.qld.gov.au/sites/default/files/2019-12/NEW%20Emergency%20Management%20Assurance%20Framework%20v2.0.pdf

https://www.igem.qld.gov.au/sites/default/files/2019-12/NEW%20Emergency%20Management%20Assurance%20Framework%20v2.0.pdf

https://www.igem.qld.gov.au/sites/default/files/2019-12/NEW%20Standard%20for%20Disaster%20Management%20in%20Queensland%20v2.0.pdf

https://www.igem.qld.gov.au/sites/default/files/2019-12/NEW%20Standard%20for%20Disaster%20Management%20in%20Queensland%20v2.0.pdf


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The LDMG utilises Council’s Magiq electronic management system to control all records during a disaster and information is managed in accordance with Mount Isa City Council document management procedures. This ensures that document protection, confidentiality and waste disposal of information in the LDCC is adequately managed.


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1.5 Public Health Throughout the year, Mount Isa City Council is responsible for public health. During emergencies, the managers of each Council department ensure that the following functions are provided:

• Safe and adequate water supply – emergency power backup is provided at all Council facilities. Testing of water supplies is undertaken to ensure that no contamination has occurred. Residents are advised to conserve water

• Safe and adequate food supply – Environmental Health Officers inspect food premises to ensure compliance with food safety standards

• Emergency ablution facilities – emergency power backup is provided at all Council sewerage treatment facilities. In the event of treatment plant failure, the LDMG would seek assistance from the District Disaster Management Group (DDMG) for provision of emergency ablution facilities

• Refuse and waste disposal – transfer stations are located in Mount Isa and Camooweal. Normal refuse disposal services continue until prevented by loss of access. Services are resumed as soon as access is reinstated. Council provides industrial waste bins to isolated communities after an event, as required

• Vermin and vector control – Council monitors vector breeding areas prior to and during events and undertakes control where necessary as soon as waters recede, and access is available. Vermin control is addressed on an ‘as needed’ basis

• Infectious disease control – Council works with Queensland Health as incidents occur. Queensland Health is a specialist advisor to the LDMG

• Guidance on personal hygiene requirements – Council has prepared fact sheets on personal hygiene that are distributed to the community as required. Supplies of detergent and hand sanitiser are supplied for distribution at evacuation centres, or as required

• Disposal of dead stock and animals – Council organises burial of dead animals on site, if possible, or at the landfill, depending on the type of event

• Disinfection of buildings and premises – Supplies of disinfectant is available for use and distribution, as required

• Public Health Sub Plan


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1.6 Coordination of Disaster Operations

Coordination underpins the entire disaster management system. It is defined in the State Disaster Management Plan as:

‘The bringing together of organisations to ensure effective disaster management before, during and after an event. It is primarily concerned with systematic acquisition and application of resources (people, material, equipment etc) in accordance with priorities set by disaster management groups. Coordination operates horizontally across organisations and agencies.’

Coordination in disaster management is about the effective management of different agencies with a diverse range of expertise, resources and skills by ensuring that they work together to a common goal and resources are best used for the benefit of the community. One of the supplementary principles of disaster management is ‘coordination, collaboration and consultation’. Effective management of any disaster relies on strong coordination arrangements, consultative decision making, collaboration and shared responsibility achieved through supporting relationships, trust and teamwork between individuals, agencies and the community.

1.7 Statement of Compliance With Legislation, Guidelines And Strategic Policy

Statement

Mount Isa City Council and the Local Disaster Management Group will ensure that the City’s responsibilities in its Terms of Reference as detailed in section 1.3 of this plan are executed within the available resources of both the group and the district. The City is committed to the values of the disaster management strategic Statement:

• Protecting health, safety, quality of life and economic vitality

• Building and maintaining partnerships and collaboration across all levels of government, community and industry, in all aspects of disaster management

• Protecting our natural and built environment

• Respecting the diversity of Queensland communities

• Ensuring accountability and transparency of the Queensland disaster management arrangements

s.57 of Disaster Management Act 2003 requires that a local government must prepare a Local Disaster Management Plan for disaster management in the local government area.


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Under the Disaster Management Act 2003 (section 57) a Local Government must establish a Local Disaster Management Group for the local government area. The roles and responsibilities for the core group are detailed in the Terms of Reference in section 1.3 of this plan. State government agencies and organisations have designated responsibilities in disasters which reflect their legislated and/or technical capability and authority with respect to hazards, functions and/or activities of disaster management. This Agency Roles and Responsibilities of the State Disaster Plan is not exhaustive; it focuses on the roles and responsibilities of agencies at the State level only. Importantly, this list aims to ensure, from a whole-of-government perspective, that all accountabilities of the State government with respect to disaster management have been addressed.

2.1 Agency Roles and Responsibilities 2.1.1 LDMG Core Group

Agency Position

Mount Isa City Council Chair (Mayor)

Mount Isa City Council Deputy Chair (Deputy Mayor)

Mount Isa City Council LDC (Chief Executive Officer)/Local Disaster Coordinator

Mount Isa City Council Director of Engineering Services

Queensland Police Service OIC Mount Isa Police

Queensland Fire and Emergency Emergency Management Coordinator

2.1.2 Advisors

Agency Position

SES SES Local Controller

QAS OIC Queensland Ambulance

Queensland Health Queensland Health Representative

QPS OIC Camooweal Police

QFES Area Commander

Rural Fire Service Rural Fire Inspector

Ergon Ergon

Telstra Telstra

Mount Isa City Council MICC Media Officer

Glencore Nominated Glencoe Representative

Membership of the Committee shall mean and include the person acting in the capacity of any of the above members or the delegate of the member as the case maybe. The delegate must have the authority to commit resources from its parent body.


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2.1.3 Specialist Advisors

The following members whilst not regarded as “core” members of the LDMG, they may be called upon to give specialist advice about the role and capabilities that their organisation may be able to provide to the LDMG.

Agency Member

Australian Red Cross 1800 733 276

Airport Manager

Aged Care Facilities Managers, Chief Executive Officers

Essential Services MICC Water and Sewerage

LGAQ 1300 542 700

National Flood Risk Advisory Group 0415 873 353

Social Recovery Reference Group https://knowledge.aidr.org.au/contact-us/

Schools Principals

Community Service Organisations Members

2.1.4 Appointment of Representative to District Group

The Mount Isa City Chief Executive Officer and Mayor are appointed as members of the District Disaster Management Group.

2.1.5 Notification of Membership to State Group

The LDC shall notify the State Disaster Management Group and District Group of the Local Groups membership once per annum. Changes to the executive membership will be forwarded to the state and district groups as they occur.

2.1.6 Meeting Schedule

The Mount Isa LDMG has an obligation under the Disaster Management Act to meet twice per year. Traditionally these meetings have been held prior to the traditional wet season and post season. The XO of the Mount Isa group will schedule these meetings and notify the members. All meetings will be minuted, and a copy of these minutes will be sent to the district group.

2.2 Administrative Responsibilities

The LDC of the local group is responsible for the administrative responsibilities of the group. The following administrative tasks are to be undertaken by the group:

• Keeping of meeting minutes

• Maintenance of contact list

• Maintenance of membership lists

• Update local disaster management plan

• Registration of correspondence

• Reporting (as listed)

• Conduct of meetings

https://knowledge.aidr.org.au/contact-us/


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2.3 Processes and Timeframes – Internal and External Assessment

This Local Disaster Management Plan will be reviewed every 12 months by the members of the LDMG, that plan will also be reviewed under the following circumstances:

• Following activation of the LDMG in response to an event

• Following significant changes to the planning environment including changes in threats or the community

• In response to changes in the planning guidelines

• In any other circumstance that the Chair believes a review is warranted

2.4 Authority to Activate the Group

The group may be activated by the Chair of the local group should the Chair believe that the activation in response to a threat is significant to warrant activation. The level of activation will be determined by the chair considering the likelihood and possible impact of the threat.

The group may be activated by the District Disaster Coordinator (DDC).

Activation of the group will occur independently of activation of DRFA , the decision to activate will be based on threat rather than financial implications.

Once the group is activated situation reports will be compiled and submitted to the DDMG at a frequency determined by the district group.

Whilst there may be no requirement for the entire group to attend a coordination centre the chair is to ensure that the entire group is kept informed of the situation and actions of the group.

The group will stand down only after the decision to cease activity has been made from the chair and the DDC.

Once the group has stood down a final situation report will be compiled and sent to the district group.

2.5 Reporting Requirements

The LDC of the Mount Isa Group is responsible for the administrative and reporting obligations of the group. The following reporting must be undertaken by the group:

Report Submitted to Frequency Format

Meeting minutes DDMG/SDMG Following every meeting Council minutes

LDMG Report DDMG/SDMG Annually Issued by SDMG

LDMG Membership DDMG/SDMG Annually Issued by SDMG

Situation reports DDMG As negotiated SDMG Template

Activation report DDMG As required Issued by DDMG


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3.1 Community Context

3.1.1 Geography Mount Isa is bounded by the Northern Territory to the west, Cloncurry Shire to the east, Boulia Shire to the south and Burke Shire to the north. The City Council covers an area of 42,904 km2 making it the largest city in Australia (by area covered). The two populated areas of the city are Mount Isa (Long 139.50001 Lat -20.73332) located in the south east of the boundary and Camooweal (Long 138.11667 Lat -19.91665) located on the Northern Territory boarder North West of Mount Isa. The geography of the area is predominantly open savannah and woodlands with sparsely vegetated areas of Spinifex. The mineral rich Selwyn Ranges run from South to North through the east of the shire. Mount Isa City is nestled in the Selwyn Ranges while to the west Camooweal is situated on the flat Barkley Tablelands. The predominant river systems in the local government area are the Flinders and Georgina Rivers.

3.1.2 Climate and Weather

The climate of Mount Isa is governed by three main criteria: Tropical location (latitude), elevation and distance from the coast. With the Gulf of Carpentaria approximately 340km to the north, and the Coral Sea 740km to the east-northeast, the climate of Mount Isa is suitably described as ‘Tropical Continental’.

Three main seasons are experienced in Mount Isa:

• Mild temperatures with low humidity (May to August)

• Hot temperatures with low humidity (September to December)

• Hot temperatures with high humidity (January to April)

Although maximum temperatures can reach well into the 40-degree scale in Summer (45.9 degrees, 29 January 1990 the highest temperature recorded for Mount Isa), the higher elevation of the Northwest uplands from the surrounding area (150m higher) has a significant moderating effect on temperatures. This can be shown by the temperature differences experienced in Mount Isa as compared to neighbouring townships such as Cloncurry, Boulia, Winton and Urandangie on the Western Plains.

Night time temperatures in Mount Isa can often be much cooler than those of nearby centres. Mount Isa is located in a valley between two spurs of the Selwyn ranges. On clear nights, the moderate south-easterly winds experienced on the Western Plains and Barkly Tablelands keep the temperature higher. The calm conditions experienced in Mount Isa due to the sheltering effect of the ranges leads to lower temperatures being recorded (this can be up to ten degrees lower in extreme cases).


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Due to the continental climate of Mount Isa, the diurnal (daily) temperature range is approximately 10 to 15 degrees throughout the year, although can be as high as 20 to 25 degrees at times. Except for the months of June, July and August, temperatures for the area are described as warm to hot. However, very low minimum temperatures can occur (lowest ever minus 2.9 degrees, 7 July 1984) due to the often-clear skies experienced in the winter months. Negative temperatures have occurred during the months of June, July and August. Although Mount Isa is just south of the limits of frosts, the area rarely experiences frost conditions to the same degree as continental areas further south.

Variability of rainfall in the Mount Isa district is in the order of 20 - 25%. This is verified by annual rainfall amounts that may be less than 250mm in one year and greater than 500mm the following (161mm in 1970 being the lowest yearly rainfall recorded, and 864mm in 1974 the highest). A district wet season usually occurs from December to March, with over 75% of the annual rainfall occurring during these months.

A failure of the wet season causes severe strain on the pastures and available surface water supplies. The onset of drought is greatly enhanced by the high evaporation rates during the summer months, although the loss during the dry season is less due to the lower temperatures.

The districts rainfall usually comes from thunderstorms that form due to the intense heating experienced during the summer months, and from the passage of the inland trough system prevalent during the Spring and summer months.

Occasionally, quite heavy and prolonged rain can occur with the passage of ex tropical cyclones, which can lead to an extension south west of the monsoon trough from the north western areas of Australia. With it can come flooding of local river and stream systems, with its associated dislocation of local infrastructure.

3.1.3 Population The population of Mount Isa City is difficult to ascertain, the 2011 census placed the population at 21,237 and 32,588 in 2016. Difficulty in ascertaining the true population is attributed to fly in fly out workers. The population distribution in 2016:

Mount Isa: 20,648 Camooweal: 208 Other (rural properties): 85

The City area is 42,904 giving it a population density of 0.75 persons per Klm2.

The City has a very high level of visitors travelling to the area for work throughout the year or as tourists during the cooler months of the year – March to October.

3.1.4 Vulnerable People The 2011 census reported 446 persons who required assistance for core activity. There are a number of agencies in the Mount Isa City to service ‘at needs’ persons. Mount Isa has a number of transient persons ‘sleeping rough’ at any given time, some overcrowding of social housing is also present in the City.


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3.1.5 Community Preparedness Residents of the Mount Isa Region are resilient and accustomed to the regular isolation that accompanies the wet season in the area.

3.1.6 Industry Industry in the Mount Isa Region is predominately mining and mining support services.

3.1.7 Critical Infrastructure Critical infrastructure includes power, water, sewage, roads and essential services buildings. There are two major dams in the Mount Isa Region area.

Electricity Supply Mount Isa City is powered by local power generators (Mica Creek) using a mixture of natural gas and diesel.

Water Supply Water supply across the City varies from treated dam water supply to treated artesian water supply.

Sewerage Across the City area there is a mixture of sewage and septic systems.

Roads From To Road Distance

(Km)

Mount Isa Camooweal Barkly Hwy 190

Mount Isa Cloncurry Barkly Hwy 121

Mount Isa Boulia Diamantina Development Rd 304

Airport/Airstrips Mount Isa is serviced by several carriers with regular flights to Townsville and Brisbane. Regular flights to the Gulf and South are also available. In the October 2018 to October 2019 period 230,408 passengers used the airport.

Mount Isa

Airport codes: ISA YBMA Type: regional airport Scheduled airline service: yes Serves: Mount Isa, Queensland, Australia Latitude: -20.663900 | 20 39.834023 S | S20 39 50 Longitude: 139.488998 | 139 29.339905 E | E139 29 20 Field elevation: 1,121 ft/342 m MSL Magnetic variation: 6.1°E

16/34 8,399 x 148 ft (2,560 x 45 m) — paved — lighted


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Camooweal Airport codes: CML YCMW Type: local airport (light traffic) Scheduled airline service: no Latitude: -19.911699 | 19 54.701958 S | S19 54 42 Longitude: 138.125000 | 138 7.500000 E | E138 07 30 Field elevation: 241 ft/73 m MSL

13/31 3,500 ft (1,067 m) — paved — lighted

3.1.8 Emergency Services

Mount Isa: Queensland Ambulance – Mount Isa Station Queensland Police – Mount Isa Station Queensland Health (Hospital - inpatient and surgical facility) SES – Operations Depot Queensland Fire and Emergency Service – Mount Isa Station Rural Fire Service – Operations Depot Camooweal SES Rural Fire Service Queensland Police Queensland Health (Clinic)

3.1.9 Hazardous Sites Due to the number of mine sites located in the Mount Isa City chemical storage and transport within the region is common. Large quantities of potentially dangerous chemicals are stored at various locations within the City. These are monitored by the Department of Employment, Economic Development and Innovation (DEEDI). Council’s City of Mount Isa Planning Scheme 2015(1) restricts the quantities of chemicals that can be stored near the populated areas of the City. Chemical spills have occurred in the past due to mine overtopping and vehicle accidents. The highways running east to west are the most likely areas for a spill to occur. The rail corridor runs to the South then East through the City is also a transport route for hazardous materials.

3.1.10 Public Buildings, Spaces and Events Government Buildings, Facilities and Services Mount Isa City contains the following Government buildings, facilities and services: Agency Facilities Services Council Chambers and Offices, 23 West St Local Government Council Works Depot, Duchess Rd Local Government


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State Government Court House, Isa St Legal State Government Police Station, Isa St Police State Government Police Station, Camooweal Police State Government Ambulance, Ambulance State Government Ambulance, Ambulance State Government Fire Station, Helen St Fire and Rescue State Government Rural Fire Station, Camooweal Fire and Rescue State Government Mount Isa Hospital, Camooweal St Health

Mount Isa City has no areas that would be considered high density. Areas where the density of people would be increased on occasion, include:

• Mount Isa Show (Buchanan Park Facility)

• Rodeo Events (Buchanan Park Facility)

• Night Club Facilities (Various Locations incl. Buff’s Club, Irish Club and Overlander Hotel)

• Sporting Events (Various Sporting Facilities)

• Cinema (CBD)

• Shopping Complexes (Kmart and Woolworths)

• Theatre (Civic Centre and Mount Isa Cinemas)

3.1.11 Proposed Future Development Future opportunities include several new mines including uranium, phosphate and rare earth elements that will be mined, processed and transported to markets from Mount Isa. With an abundance of mineral resources, electricity generation and water supply as well as a gas pipeline to the city, there is tremendous capacity for industries to grow and provide a secure future for the city. In consideration of this future and ongoing development in the region Mount Isa City is expected to experience moderate growth in infrastructure and housing over the next five years.

3.1.12 Neighbour Relationships The Mount Isa City has good working relationships with all neighbouring Local Government areas.

• Cloncurry Shire Council

• Boulia Shire Council

• Burke Shire Council

Council is also part of the North West Queensland Regional Organisation of Councils which include Cloncurry, Burke, Carpentaria, McKinlay, Richmond, Doomadgee and Flinders Shire Councils.

Council also has a good relationship with the Barkly Regional Council through the Mount Isa to Tennant Creek Cross Border Commission Alliance.


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Map of Local Government Areas of Queensland


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3.2 Hazards

A hazard analysis was undertaken by Dr Douglas Goudie, Centre for Disaster Studies, JCU in 2003. This report is considered current. Additional studies are conducted in relation to the flood threat of proposed new estates and building projects, as required. The Risk assessment was recently reviewed under the Queensland Emergency Risk Management Framework.

Description of Natural Environment

Open savannah woodland and spinifex. An ancient, highly weathered landscape, landlocked and tropical.

Subject to variable monsoonal rain, high day temperatures and cool nights - inland continental climate.

Description of Social Environment Economically the region is mainly dependent on the mining and service industries, with some economic diversity provided by the beef industry. Mount Isa became a separate shire in 1962, largely superseding the Barkly Shire. There is a relatively high portion of indigenous residents in the city with many itinerants from the region at large. There are some issues of public drunkenness and unruly behavior. Mount Isa has an above Australian average per capita income. The mines bring great prosperity, although there has been downsizing in recent years. As the key regional centre of a vast area, Mount Isa has a wide spectrum of state government offices, radio and television stations and a functional CBD. There are banks, a wide variety of shops, hotels and a cinema. There are many forms of short-term accommodation, both for tourists and people on short term, private or government business.

3.2.1 - Flooding

3.2.1.2 Vulnerability of Local Economic Production and Employment During flood there is little movement, except by air. Stock movement usually stops. Mail and food deliveries by road or rail may cease. There is little work residents on properties can do during floods. At Mount Gordon mine, the 40Km of soft unsealed road means their product cannot be moved, resulting in suspension of production. Winds may disrupt communications and power, causing lost work-time in the region. Low visitor numbers reduce retail trade.

3.2.1.3 Vulnerability of People Rural stations are flooded-in from a couple of days to a couple of months during most wet seasons. Station residents may find medical evacuations and resupply of basic needs difficult during flood events due to the isolation of the remote stations and gravel road accesses. The most vulnerable people are the 'riverbed people', the seemingly homeless indigenous people. During flood periods, many of these people are forced from the Leichhardt River system.


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Groups like the Mount Isa Riverbed Action Group are trying to address some of the most damaging aspects of this kind of vulnerability. There are also a few residences identified as mildly flood prone and these sites can be identified through the flood inundation mapping available through the Mount Isa City Council’s Town Planning Scheme 2015 (1). Travelers are vulnerable to drowning or exposure if isolated by floodwaters. The following agencies are considered vulnerable and shall be briefed if needs arise:

• The Laura Johnson Home – Aged Care

• Blue Care Mount Isa Community Care – Nursing Agency

• Mount Isa Memorial Garden – Aged Care

• Injilinji Aged Care Unit

3.2.1.4 Vulnerability of Social Structures Neither the Mount Isa or Camooweal areas population centres have a history of direct flooding. Caravan parks located along Break-Away Creek and the Leichardt River may be prone a minor level of flooding, however many of the these visitors are mobile and with due notice are able to relocate as required. However, without sound links to the wider community, these van park residents are a particularly vulnerable social group.

3.2.1.5 Vulnerability of Buildings Station homesteads all appear above flood levels, although some sheds may be submerged. Older infrastructure may be relatively vulnerable to extreme winds.

3.2.1.6 Vulnerability of Lifelines Mount Isa and Camooweal have all-weather air strips, however link roads are severed in many places during a flood event. Of particular wider importance is the flooding of the Flinders Highway. The Townsville/Mount Isa rail link is also vulnerable to flooding. Electricity supply and telecommunications may be vulnerable during heavy electrical storm events however historically these systems have proven to be robust with short duration power failure in extreme weather conditions. Property owners and operators have reported that Telstra communications are reliable with backup UHF and School of the Air equipment available. 3.2.1.7 Vulnerability of Critical Facilities Both public air strips and hospitals are accessible to the two population centres (Mount Isa City and Camooweal Township) during flood. Alternative power generation is available to key facilities. Camooweal water supply is pumped from limestone bores. It is unlikely these will become contaminated. This may not be true for the Mount Isa City water supply. Both supplies are tested regularly for potability and safe use. The Leichhardt River feeds the downstream Mount Isa water supply. This river is fed by numerous tributary systems along its length. Stormwater runoff is contained within the mining lease that adjoins the Leichardt River system and is controlled by stringent environmental operating conditions. Drawing water downstream from an urban area of about 7,000 buildings, industrial, heavy industry, automotive and machinery works has


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potential risks however regular monitoring and testing of the City’s water supply coupled with water management procedures compliant to the current Water Acts mitigates much of the risk levels. 3.2.1.8 Vulnerability of Other Elements Road damage from flooding is often extensive and costly.

3.2.2 Fire

3.2.2.1 Vulnerability of Local Economic Production and Employment Potential evacuation of extreme perimeter business’ particularly along the Leichardt River may be required due to a bush fire event. Fire breaks and controlled burning undertaken by Mount Isa City Council mitigates much of the risk. Annexure H details Councils Leichardt River Prescribed Burn Procedure. City geographical layout is of low density with hydrant water supply available throughout the watered areas of the city to aid fire fighting. Regional bush fires pose a potential risk to stock loss, potential loss of life, loss of feed and fencing. The harsh geographical terrain is normally hard on people and machines fighting fires. Annexure H details the Leichardt River Prescribed Burn Procedure, the purpose of which aims to mitigate the risks associated with uncontrolled fires in this area by reducing fuel load and implementing fire breaks.

3.2.2.2 Vulnerability of People Most vulnerable areas are those of the outer perimeter of the City residential and industrial areas which adjoin onto bush land. Fire breaks and controlled burning undertaken by Mount Isa City Council mitigates much of the risk. City geographical layout is of low density with hydrant water supply available throughout the watered areas of the city to aid fire fighting. The most vulnerable people are the 'riverbed people', the seemingly homeless indigenous people. During fire events in the riverbed, many of these people are forced from the Leichhardt River system. Groups like the Mount Isa Riverbed Action Group assist to address some of the most damaging aspects of this kind of vulnerability.

3.2.2.3 Vulnerability of Social Structures

Not applicable. 3.2.2.4 Vulnerability of Buildings Outer perimeter businesses and residences may possibly be exposed to bush fire threats. These treats are generally mitigated by a yearly fire break and back burning program operated by the Mount Isa City Council. 3.2.2.5 Vulnerability of Lifelines

Not applicable 3.2.2.6 Vulnerability of Critical Facilities

Not Applicable


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3.2.2.7 Vulnerability of Other Elements

Not Applicable

3.2.3 Severe Wind (Land Gayle/Dust Storms)

3.2.3.1 Vulnerability of Local Economic Production and Employment Severe winds described locally as land gales may cause some damage in built areas including industrial sites and in the rural areas. Generally, buildings are constructed to regulated wind loading standards and damage sustained will have little impact on business operation.

3.2.3.2 Vulnerability of People Severe winds may cause power loss and downed power lines as a result of fallen trees and flying debris which could expose people to electrocution or to be struck by flying debris. Ongoing tree pruning programs by Ergon Energy throughout the city reduces the risk of damage to power services from trees. 3.2.3.3 Vulnerability of Social Structures Not applicable.

3.2.3.4 Vulnerability of Buildings Damage to properties may be, to an extent, limited to the older residential buildings in the city. Severe winds may cause power loss and downed power lines as a result of fallen trees and flying debris. Additional damage to buildings may occur from similar causes. Historically damage from severe wind has been minimal with Council and SES crews attending to damage quickly. Ongoing tree pruning programs by Ergon Energy throughout the city reduces the risk of damage to power services from trees. 3.2.3.5 Vulnerability of Lifelines Not applicable

3.2.3.6 Vulnerability of Critical Facilities Generally, not applicable except for possible grid power loss to facility. Most essential facilities have alternative power generation. 3.2.3.7 Vulnerability of Other Elements Not Applicable

3.2.4 Toxic Spill and Emissions 3.2.4.1 Vulnerability of Local Economic Production and Employment Plant closure as a result of the spillage or emission event may occur in loss of production. 3.2.4.2 Vulnerability of People Damage to sight, lungs and skin for people on site and in adjoining residential area to the Acid Plant and the smelting and processing plant on the western side of the City. Both Glencore and the Acid Plant Facility have rigid environmental monitoring systems distributed throughout the city with shutdown procedures for the processing plant executed immediately upon detection of emissions over the City. Asthmatics and people with other respiratory conditions are particularly at risk when emissions drift over the City.


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Contamination is generally short lived and prevailing winds blow the contaminating emissions away from the populated areas.

3.2.4.3 Vulnerability of Social Structures Not applicable.

3.2.4.4 Vulnerability of Buildings Minor damage to building surfacing may occur.

3.2.4.5 Vulnerability of Lifelines Not applicable

3.2.4.6 Vulnerability of Critical Facilities Not Applicable

3.2.4.7 Vulnerability of Other Elements Not Applicable

3.2.5 Major Mine Disaster

3.2.5.1 Vulnerability of Local Economic Production and Employment Plant closure as a result of the spillage or emission event may occur in loss of production. 3.2.5.2 Vulnerability of People Major loss of life may occur with onsite workers. Emergency response systems’ capacity extended to the extreme with access to disaster area limited due to collapse of access in underground structure or site debris from large scale building collapse. Social and logistical stress. The mine operations undertake regular mine rescue drills and practice emergency response to several possible site disaster scenarios. Immediate capacity to attend to a disaster may be an issue with availability of resources depending on the scale of the event.

3.2.5.3 Vulnerability of Social Structures

Not applicable.

3.2.5.4 Vulnerability of Buildings Significant damage to onsite buildings and services may occur.

3.2.5.5 Vulnerability of Lifelines Onsite emergency response efforts and resources may be impacted by nature of event with land-based services such as water and communications being disrupted by the event. Backup systems would be deployed during such an event. 3.2.5.6 Vulnerability of Critical Facilities Not Applicable

3.2.5.7 Vulnerability of Other Elements Not Applicable

3.2.6 Pandemic Disease

3.2.6.1 Identification and Description of Natural Hazard – Pandemic Disease (Human)


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Hazard Description (extracted from the Queensland interim pandemic plan). Influenza pandemics are severe outbreaks that rapidly progress to all parts of the world, associated with the emergence of a new influenza A virus subtype to which the overall population has no immunity. Characteristics of a pandemic include:

• outbreaks occur concurrently throughout the world

• disease may occur outside the usual season, including during summer

• a high attack rate in all age groups

• waves of disease before and after the main pandemic

Influenza pandemics occur at irregular intervals. Table 1 provides a summary of influenza pandemics during the 20th century.

Source - https://eswi.org/knowledge-center/wp-content/uploads/sites/11/2014/07/Pandemics_of_the_20th_century.pdf

In 2020, the World Health Organisation has declared a Covid19 pandemic. This is still evolving and there have been a number of State and Federal restrictions put in place. As a Local Disaster Management Group we act as a support stakeholder as Queensland Health has been nominated as the lead agency during these times. Mount Isa City Council will identify key actions via the Business Continuity Plan and Workforce Resource Plan. Factors that influence the likelihood of a pandemic occurring include:

• the emergence of a new viral subtype

• the virus being virulent enough to cause disease in humans

• the capacity of the virus to spread efficiently from person to person

3.2.6.2 Vulnerability of People The population of Mount Isa and Camooweal is no less susceptible to pandemic disease then any other area of Queensland. The spread of disease would be higher in the town areas then the rural properties due to the density of population and the reduced social distancing. 3.2.6.3 Vulnerability of Social Structures The impact of widespread disease on the social structure of the local government area would be dependent on the strain of virus prevalent in the community. This may range from short term illness to widespread deaths from the disease. At a minimum it is expected that the community would experience hardship from social distancing measures including:

• Absenteeism from workplace due to illness

• Requirement to care for ill family

https://eswi.org/knowledge-center/wp-content/uploads/sites/11/2014/07/Pandemics_of_the_20th_century.pdf


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• Closure of schools requiring parents to care for children

• Reduction in social events and gatherings

• Care for those quarantined at home unable to access normal facilities In the worst case of a disease with a high morbidity rate the impacts on the social structure would be significantly higher. In addition to the items listed above these would include:

• Significant increase in death rate within the local government area

• Higher admission rates to the health facilities

• Loses of key staff

• Periods of grieving from family and friends of deceased

• General fear in the community

• Significant reduction in industry due to staff shortages 3.2.6.4 Vulnerability of Buildings Whilst building will not be directly affected there may be a requirement to allocate some facilities to assist the health services in managing the disease. The Civic Centre and Buchanan Park Entertainment Centre have been identified as potential Emergency Evacuation Centres. 3.2.6.5 Vulnerability of Lifelines The reduction in the available workforce within the local government area would lead to a reduction in the services available to the community. Whist the disease would not directly impact on the physical lifelines, reduced staff may lead to maintenance issues and reduced operating capacity of these lifelines. Business continuity planning would necessitate that reallocation of staff to maintain these essential lifelines.

3.2.6.6 Vulnerability of Critical Facilities As per vulnerability of critical lifelines

3.2.6.7 Vulnerability of Local Economic Production and Employment The effect of pandemic disease on the local economy is dependant on the virulence and type of virus. In the case of a milder strain of a virus the shire could expect:

• Increase absenteeism from normal workplaces through illness

• Parents absent from work due to need to care for children

• Closure of schools

• Need to reduce non-essential services The effects of a disease with a high morbidity rate may include:

• Closure of businesses due to staff unavailability

• Significant decrease in staff attendances at work

• Re allocation of staff to maintain essential services

• Loss of key staff and skills

• Reluctance of staff to attend work areas due to fear of infection

3.2.7 Exotic Disease in Animals

3.2.7.1 Identification and Description of Natural Hazard – Exotic Disease in Animals


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Hazard Description According to the Australian Veterinary Emergency Plan (AUSVETPLAN) (10) Australian agriculture benefits enormously from its freedom from the more devastating disease epidemics that plague livestock industries in other parts of the world. An exotic disease incursion or a serious outbreak of an emerging or endemic disease could cause serious production losses to livestock industries in this country, jeopardise exports of livestock and livestock products and/or have serious public health implications. It is therefore essential that effective contingency plans and competency-assessed, trained personnel are available to counter such diseases. AUSVETPLAN is a coordinated national response plan for the management and wherever possible, eradication of exotic disease incursions and outbreaks of certain emerging or endemic animal diseases. The term ‘emergency animal disease’ (EAD) is used in this manual to collectively describe all these disease categories. In most cases, where this is applicable and is considered to be cost-effective, the policy for control and eradication of an EAD will be stamping out. This would involve:

• quarantine and/or movement controls

• destruction and disposal of infected and exposed animals

• decontamination of infected premises

• surveillance of susceptible animals

• restriction of the activities of certain enterprises These measures may be supplemented where necessary (or replaced when stamping out is not appropriate) by one or more of the following options:

• vaccination

• vector or wild animal control

• animal treatment Infected and disease-free zones may be established to contain the disease agent and to protect Australia’s export trade. 3.2.7.2 Vulnerability of People In general individuals are not affected by exotic diseases that effect animals. Restriction on movement of people would be expected but unless the disease develops the ability to pass from animal to human there would be little direct effect on people. 3.2.7.3 Vulnerability of Social Structures Mount Isa is a large agricultural area with the main product being beef. Any outbreak of exotic disease in animal with the shire would have a direct and significant impact on the social structure of the shire. Experiences drawn from the foot and mouth outbreak in the United Kingdom show:

• Isolation of property owners and staff unable to leave the infected property

• 100% stock loss on some properties resulting in unrecoverable losses

• Individuals being targeted with blame for introduction or spread of disease

• Loss of market confidence 3.2.7.4 Vulnerability of Buildings No effect


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3.2.7.5 Vulnerability of Lifelines No effect 3.2.7.6 Vulnerability of Critical Facilities No effect 3.2.7.7 Vulnerability of Local Economic Production and Employment The effect of exotic disease in animals on the Mount Isa economy would be Major. The impact on the economy will be dependant on the nature of the disease and the control measures required to contain it. Economic losses may extend for some time if there is an embargo on beef from the region as a result of disease. The following is an extract from the World Bank on animal disease “The consequences of animal diseases in domesticated birds and livestock can be complex and generally go well beyond the immediate effects on affected producers.” These diseases have numerous impacts, including:

• productivity losses for the livestock sector (e.g. production losses, cost of treatment, market disturbances)

• loss of income from activities using animal resources (in such sectors as agriculture; energy; transportation; tourism)

• loss of well-being of human beings (morbidity and even mortality rates; food safety and quality)

• prevention or control costs (production costs; public expenditure)

• suboptimal use of production potential (animal species, genetics, livestock practices)

3.2.8 Terrorism / Major Crime

3.2.8.1 Identification and Description of Natural Hazard – Terrorism/Major Crime Hazard Description (extract from the National Counter Terrorism Plan)(11) A ‘terrorist act’ is defined under Australian law as an act or threat, intended to advance a political, ideological or religious cause by coercing or intimidating an Australian or foreign government or the public, by causing serious harm to people or property, creating a serious risk to the health and safety to the public, or seriously disrupting trade, critical infrastructure or electronic systems. Criminal Code Act 1995 (Cwlth) A ‘terrorist incident’ is a combination of circumstances or conditions which may lead to or result from a terrorist act, and which require preventative and/or responsive action. The nature of terrorism means that its implications may cross jurisdictional boundaries. This and the range of preventive measures and capabilities that may be required, necessitates that Australia maintain a national, cooperative approach to counter terrorism. Coordination and consultation between jurisdictions is formalised by the Inter-governmental Agreement on Australia’s National Counter-Terrorism Arrangements of 24 October 2002 and is managed through the mechanisms outlined in this chapter. The National Counter-Terrorism Alert System consists of four levels:

• low terrorist attack is not expected


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• medium terrorist attack could occur

• high terrorist attack is likely

• extreme terrorist attack is imminent or has occurred A change to a counter-terrorism alert level may be considered when:

• the situation is such that it is necessary to adjust community or business/industry sector vigilance or preparedness or

• there may be sufficient grounds for declaration of a National Terrorist Situation. The threat from terrorist activity in the Mount Isa is considered low. The role of the LDMG is to deal with the effects of a terrorism event as it would with any other event affecting the shire, the role of investigating and preventing a terrorism incident is the role of the Queensland Police Service. 3.2.8.2 Vulnerability of People There are very few circumstances or areas in the Mount Isa that require the gathering of many people. One of the intents of a terrorist act is to create fear in the public, the residents of the shire are no more immune from this then any other area of Queensland. 3.2.8.3 Vulnerability of Social Structures Recovery will be planned for and managed in a structured manner. The broad needs created by the impact of a terrorist incident on a community will only be met through a range of services. These may be provided by a variety of both government and non-government organisations. The focus of recovery planning and management is on community input. Emergency planning must cater for local conditions and incorporate localised recovery planning to address the aspects of recovery. Local government has responsibilities to provide and maintain physical services relevant to recovery. Most local government authorities also provide a range of human and community

services to individuals and the community. 3.2.8.4 Vulnerability of Buildings There are few buildings in the shire that would meet the criteria detailed in the Local Government Counter Terrorism Risk Management Kit (2). 3.2.8.5 Vulnerability of Lifelines The lifeline of Mount Isa City is considered to be at low risk of terrorist activity. 3.2.8.6 Vulnerability of Critical Facilities The critical facilitates are considered to be at low risk of terrorist activity.

3.2.8.7 Vulnerability of Local Economic Production and Employment Whilst there is potential for a terrorist act to disable one of the significant mines in the area thus leading to major job losses the likelihood of this is considered low. Should the nations alert level increase there would be some delays and increased expense involved to the mining sector in the production and transport of explosives.

3.2.9 Dam Failure or Supply Threat


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3.2.9.1 - Identification and Description of Hazard – Wall failure/Flood due to Overflow/Terrorism/Supply Integrity Threat Hazard Description Hazard may arise from excessive inflows into the two water supply dams causing possible dam wall failure and/or flooding downstream. Additional hazards may arise from terrorist action whereby the integrity of the dam wall or water supply is affected. Two reservoirs are described in this section being – Lake Julius, Lake Moondarra and Rifle Creek Dam which are both in the Mount Isa Shire area.

3.2.9.2 Vulnerably At immediate risk from a dam wall failure or overflow are the downstream properties. Local and district industries including communities will be affected in the longer term by a dam wall failure resulting in loss of water supply. At immediate risk in the event of water supply contamination are the entire water supply customers for that distribution system.

3.2.9.3 Management of Hazard For the management and delegated responsibilities for each of the Water Reservoirs mentioned above please refer to: a) Lake Julius - Infrastructure Owner – SunWater. Emergency Action Plan (EAP) – Julius

Dam (3). Controlled copies are supplied by SunWater. A Controlled Copy of the EAP is also held by the Chair of the LDMG, the Local Disaster Coordinator and the OIC of the QPS.

Due to the location of the dam and the lack of populated areas downstream from the dam it is deemed to be a low risk

b) Lake Moondarra - Infrastructure Owner – Mount Isa Mines Limited. EAP – Leichardt

River Dam (4). Controlled copies are supplied by Mount Isa Mines. A Controlled Copy of the EAP is also held by the Chair of the LDMG, the Local Disaster Coordinator and the OIC of the QPS.

Due to the location of the dam and the lack of populated areas downstream from the dam it is deemed to be a low risk

c) Riffle Creek Dam - Infrastructure Owner – Mount Isa Mines Limited. EAP – Rifle Creek

Dam (5). Controlled copies are supplied by Mount Isa Mines. A Controlled Copy of the EAP is also held by the Chair of the LDMG, the Local Disaster Coordinator and the OIC of the QPS.

Due to the location of the dam being upstream of the Mount Isa City Area and therefore upstream of populated areas the dam it is deemed to be of significant risk.

3.3 Risk Assessment

Risk assessments were undertaken for all hazards identified to have any relevance to the area covered by the plan. The likelihood of each hazard was considered on a monthly basis and as supported by the Bureau of Meteorology records.


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The Mount Isa City Disaster Risk Management Study found that wet season flooding, and possible urban fires are considered as the two main natural disaster hazards. Neither of these are likely to be grossly disruptive or destructive, except in the extreme event, where indicators of threat should pre-mobilise the community and trigger precautionary evacuation responses. A community fear of mine or toxic transport related mishap exists. There is potential however considered a minor threat of release of ammonia gases associated with air cooling into the mine. This unit is approximately 500m from the Barkly Highway and any released ammonia is likely to disperse harmlessly. Apart from terrorist activit ies , the only other mine related hazardous incident that could occur to affect the public is from a failure of the acid plant. In the event that sulphuric acid escapes in liquid form from the site, containment bunding will contain any spillage. In the event where fracturing of the high-pressure acid transporting pipes occurred the plant would automatically close down. There are practiced standing procedures with QFES in each case to initiate evacuations should the normal prevailing easterly winds happen to blow from the west, dispersing vapor overpopulated areas. The probability of this occurrence considered to be minor. Transport spills have a slightly higher probability than in other areas of the country because of the quantity of toxic substances used in mining within the Mount Isa region. The counter disaster plan has detailed responses to toxic spills and QFES have specialised response gear. Monsoonal rains are a normal part of the inland tropical climate. Loss of communications has not been significant in the past however the threat of urban fires was a cause for public concern. Destructive winds are usually localised and dust storms rarely occur and are not considered a significant threat. Floods are the most troublesome natural extreme. Isolation by saturated or flooded roads usually only lasts for a couple of days in many instances, except during severe or prolonged flooding events, which occur, on average approximately at eight yearly intervals. Floods are of special concern during medical evacuations and when travelers are stranded.

3.4 Risk Treatment

The risk assessment identified existing controls for each hazard and possible future treatments to further reduce the identified residual risk. Possible further treatments will only be moved into the existing control category after funding and implementation has occurred.


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3.41 Management of Residual Risks

Throughout the risk management process there will be residual risks. These are the risks to the Shire that cannot be reduced within the capacity of the Shire.

For Mount Isa City there will be two main residual risks:

• Staffing - it is recognised that the shire may lack the personnel or specialised skill sets that may be required during an event in the initial stages. These identified residual risks have been referred to the Townsville DDMG for inclusion in the District Disaster Management Plan.

• Engineering - in order to remove or significantly reduce certain risks, modification of assets through engineering will be required. As an example, in order to floodproof the highway to nearby communities, all bridges and roads must be constructed above Q100 flood levels. Residual risk will remain where these engineering modifications are not cost effective for the risk posed. This residual risk will be accepted by the shire.

44.. CCaappaacciittyy BBuuiillddiinngg

4.1 Capacity Building The capacity of the Mount Isa based LDMG shall be determined through the combination of the resources and capability available to the local group to reduce the level of risk or effects of a disaster. Capacity is built through the combination of scheduled training and exercise programs that are targeted to specific local requirements. The Local Disaster Management Group shall undertake continuous improvement through the regular evaluation and improvement of processes and arrangements used by the LDMG to respond to an emergency to ensure their relevance, efficiency, effectiveness and readiness. The process of continuous improvement can be portrayed graphically by Figure 4.1

Figure 4.1

Need Identification

Planning

Training and Education

Resourcing

Practice and Exercising

Review

Evaluation


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4.2 Community Awareness

MICC has an existing community engagement policy that is efficient and tested, this will be utilised in the event of threats to the community. This programme comprises the following elements:

(a) Publications explaining flooding and emergency procedures (b) Preparation of media releases explaining flooding preparedness and

emergency procedures (c) Publications prepared by statutory services detailing the measures that

should be taken to prevent, minimise and deal with the effects of emergency situations

(d) Ongoing media campaign to encourage the public to "be aware"

These publications will be made available to the public by Mount Isa City Council. Disaster Management information will be passed to radio and television media for communication to the public of as directed by the Controlling Authority. However, where there is insufficient time for this means of communication, it will be necessary to inform the public directly and this will become a task for the LDMG. To ensure consistency and relevance of information, all outside media enquiries shall be directed to the Chairperson of the LDMG or their delegate.

Mount Isa City Council will ensure that public education material in relation to natural hazard events is available on the Council website. Prior to the onset of the traditional wet season additional public education will be undertaken by the State Emergency Service and Queensland Fire and Emergency Service. During flood events the City will work closely with media to ensure that the condition of roads within the City is widely communicated as this will assist in reducing the number of persons becoming stranded in the city and on roads throughout the district.

4.4 Exercises

The LDMG has the responsibility to conduct disaster management exercises with each individual agency to ensure they have exercised and practiced procedures. QFES will be utilised to facilitate exercises conducted for groups in the disaster management arrangements. A hot debrief will be conducted immediately following the exercise with the debrief being conducted in the format of SWOT analysis where:

• Strengths - characteristics of the team that give it an advantage over others • Weaknesses - are characteristics that place the team at a disadvantage relative to

others • Opportunities - external chances to improve performance in the environment


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• Threats - external elements in the environment that could cause issues for the team

Issues identified should be noted and recorded against one or more of the POSTE categories, depending on the perception of the reason behind the issue identified.

People Roles, responsibilities and accountabilities, skills

Process Includes plans, policies, procedure, processes

Organisation Structure and jurisdiction

Support Infrastructure, facilities, maintenance

Technology Equipment, systems, standards, interoperability, security

Training Capability qualifications/skill levels, identify courses required

Exercise Management Exercise development, structure, management, conduct

4.5 Post Disaster Assessment

Following any operational activity, the LDMG will meet to identify and adopt any lessons that can be learnt from the actions taken during the response to continuously improve the Local Disaster Management Plan (LDMP). The LDMP is to be continually reviewed and the effectiveness of disaster management process assessed and updates as necessary. Immediately following an event, a ‘hot’ debrief will be conducted as detailed in Section 4.4 of this plan. A post full post event review shall be conducted with the outcome including corrective actions required to be communicated to LDMG members and the XO of the District Group.

5. Response Strategy Mount Isa City Council has access to staff and equipment to respond to most events that may threaten the City. Widespread damage or multiple events would require the resources of the City to be supplemented by the DDMG. Historically, Mount Isa has predominantly activated for flooding in the region and locally. Due to the nature of the flooding there is a considerable lean forward phase where flooding can be reasonably predicted. In the event of an incident where little or no warning can be achieved and widespread damage involved such as for an earthquake or severe storm, the local emergency response agencies would be quickly overwhelmed. In such a situation, additional resources would be requested from the DDMG. During major or prolonged flooding, the LDMG may need to request a resupply of essential goods. Mount Isa City Council has the capability to manage events that occur in the City on a regular basis, these include minor to moderate flooding, fires with minimal structural damage and short duration storms. Larger scale events in the City or multiple events would require the support of outside agencies. The City has the capacity to effect small scale evacuations however larger scale evacuation with prolonged sheltering of population displaced by an event would require the assistance from outside of the City.


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Whilst the City has access to a range of services it recognises the limitations within these services. An example of this is that lack of a surgical facility in the City. Events that would be beyond the capacity of the City would include, but not be limited to:

• Flash flooding of significant number of dwellings

• Earthquake with multiple structural failure

• Spread of exotic animal disease

• Events that require long term housing for evacuated population

• Events with multiple fatalities or multiple serious injuries

5.1 Operational Planning

The Concept of Operations (COO) document is known as the working papers for Disaster Management and is a document designed to assist the LDMG in times of disaster by providing quick access to important information. The COO details the stages of activations of the group and the roles of the staff in the coordination centre. The COO document contains operational plans in which detail items that should be addressed during different phases or actions of the response. The Concept of operations document is held separately to this plan and is accessible through Gov Cloud. (6)

5.2 Warning Notification and Dissemination

The Bureau of Meteorology may provide warnings of severe weather relevant to the area. The LDC may request through QFES, emergency alert advices through a landline or by text messaging to affected constituents. The LDMG is tasked with the role to ensure that warning notifications are communicated to all the LDMG members and to the portion of the community that is serviced by the LDMG. Communication of the warning notifications shall be through email messages or by direct contact by the LDC in instances where emailing facilities are not available to the LDMG members. Additional information regarding warnings can be obtained from the Emergency Alert Operational Guidelines available on the web at www.disaster.qld.gov.au.

5.3 Activation of Response Arrangements

The timely activation of the LDMG is critical for an effective response to an event. The decision to activate is dependent upon several factors including the perceived level of threat. The activation of the Queensland Disaster Management Arrangements (QDMA) (7) may either be bottom up or top down. Bottom up activations escalate up through the disaster management arrangements where the LDMG requires support and top down activations involve escalation down through the arrangements from the SDMG where the imminent threat has a broader implication across the State.

http://www.disaster.qld.gov.au/


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The QDMA are activated using an escalation model based on the following levels:

Alert A heightened level of vigilance due to the possibility of an event in the area of responsibility. No action is required however the situation should be monitored by someone capable of assessing the potential of the threat. Lean forward An operational state characterised by a heightened level of situational awareness of a disaster event (either current or impending) and a state of operational readiness. Disaster coordination centres are on stand by and prepared but not activated. Stand up An operational state where resources are mobilised personnel are activated and operational activities commenced. Disaster coordination centres are activated. Stand down Transition from responding to an event back to normal core business and or continuance of recovery operations. There is no longer a requirement to respond to the event and the threat is no longer present.

The movement of disaster management groups through this escalation phase is not necessarily sequential, rather is based on flexibility and adaptability to the location and event. Activation does not necessarily mean the convening of the LDMG, rather the provision of information to group members regarding the risks associated with a pending hazard impact. The Local Levels of Activation for Response Arrangements is detailed at Annexure I and Local Levels of Activation for Recovery Arrangements is detailed at Annexure J.

5.4 Role of the Local Disaster Coordination Centre Operation and Management

The principle aim of the LDCC is to coordinate resources and assistance in support of local agencies and stakeholders who are engaged in disaster operations. The primary functions of a LDCC revolve around three key activities:

• Forward planning

• Resource management

• Information management

In particular, the LDCC is responsible for the:

• Analysis of probable future requirements and forward planning including preliminary investigations to aid the response to potential requests for assistance

• Implementation of operational decisions of the LDCC

• Advice of additional resources required to the DDMG


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• Provision of prompt and relevant information to the DDMG concerning any disaster event occurring within their district

The LDC has overall responsibility for the establishment and operation of the LDCC. The LDCC should ensure appropriate levels of staff are identified and trained in operation of the LDCC. LDC training would form a component of the LDMG training program. To support the operation of the LDCC, Standard Operating Procedures (SOPs) are being developed and utilised to inform training.

5.5 State Emergency Services – Partnerships

The State Emergency Services (SES) is a vital part of the QDMA, providing a response capability on behalf of the LDMG to assist communities in times of disaster or emergency situations. State and Local Governments maintain an important partnership in assisting SES volunteers to provide a valuable volunteer emergency service to their local communities. The functions of the SES are to:

• Perform search and rescue or similar operations

• Help injured persons or protect persons or property from danger or potential danger

• Conduct other activities to help communities prepare for, respond to and recover from an event or disaster

The SES also provides valuable assistance to other emergency service agencies in disaster or emergency situations. The SES Local Controller should ideally be a member of the LDMG and will be able to assist with planning and procedures surrounding activation and operations of SES groups in local

government areas.

5.6 Declaration of a Disaster Situation

In accordance with s. 64 of the Act, a DDC may, with the approval of the Minister, declare a disaster situation for the district or one or more local government areas within the district in whole or in part. As outlined in s. 75 and s. 77 of the Act, the declaration confers extra powers on groups to perform actions, give directions and control movements within the declared area. In declaring a disaster situation, the DDC is to be satisfied that a disaster has happened, is happening or is likely to happen and it will be necessary, or reasonably likely to be necessary, to exercise declared disaster powers to prevent or minimise the loss of human life, illness or injury to humans, property loss or damage, or damage to the environment. Before declaring a disaster situation, the DDC is to take reasonable steps to consult with each local government under the Act to manage disaster operations in their area. It is important to note that the declaration of a disaster situation relates to the situational requirement for additional powers and is not linked to the activation of disaster management groups under the QDMA or the activation of disaster financial assistance


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arrangements. All three actions are independent processes and are not interlinked or conditional. The declaration of a disaster situation does not impact the requirements of a local government under the Act to manage disaster operations in their area.

5.7 Operational Reporting

5.7.1 Situation Report Situation reports (SITREP) are aimed to capture accurate information from the day’s operations through communicating a current and forecast situation during a disaster event. During operational activity the LDMG, through the operation of the LDCC, will be responsible for the preparation and distribution of SITREPs. The LDMG will need to ensure regular and accurate information is received from operational areas to inform operational response, forward planning and the contents of the LDMG SITREP. The production of SITREPs takes time and effort and LDMGS will need to consider the allocation of appropriate staff in the LDCC to compile the SITREP. If a disaster event requires the activation of a DDCC, the LDMG will be required to develop a SITREP to be forwarded regularly from the LDCC to the DDCC. If an event is contained within a local government area and has not progressed to DDCC activation, the DDMG will still have activated to ‘lean forward’ level and the DDC may still request LDMG SITREPS to monitor and assess the situation. The nature of the disaster and the involvement of the DDMG will determine the timings, complexity and format of the SITREP for a given event.

5.7.2 Tasking Log

It is recommended that a tasking log be used during activations to record actions taken and the responsible agency or officer. It is anticipated that the log will be used by the LDC or in larger operations the Tasking or Operations Officer in the LDCC. A tasking log may contain details of:

• The specific operational task to be undertaken

• The date and time of commencement of the task

• The agency and responsible officer to which the task has been delegated

• Relevant contact details

• The date and time of completion of the task

• Actions taken and contextual comments

The use of a tasking log will ensure that planned operational contingencies have been executed. Tasking logs should be treated as official records and should be stored and archived appropriately to provide information to any post-event review.

5.8 Financial Management

Due to the nature of many disaster situations, finance operations will often be conducted with compressed time constraints and other pressures, necessitating the use of non-routine procedures. This in no way lessens the requirement for sound financial management and accountability.


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The LDMG should predetermine event-related financial management arrangements to ensure costs are appropriately endorsed and captured from the onset of operations. The LDC, in consultation with the LDMG Executive Team, is responsible for establishing and maintaining financial management procedures for the LDCC. Each support agency is responsible for providing their own financial services and support to its response operations relevant to their agency.

5.8.1 Authority to Expend Funds

Each participating agency should predetermine the type and limit of expenditure permitted (individual expense and cumulative expense) by their group members without further reference to senior management. This also includes predetermining management processes for the expeditious financial authorisation of support and relief staff, as may be required.

5.8.2 Document Management

When an event occurs, each participating agency should immediately begin accounting for personnel and equipment costs relating to disaster operations. Reimbursement is not an automatic process and requires solid evidence of disaster-related expenditure. Care and attention to detail must be taken throughout the disaster operations period to maintain logs, formal records and file copies of all expenditure (including personnel timesheets), in order to provide clear and reasonable accountability and justifications for future audit and potential reimbursement purposes.

The LDMG will ensure that expenditure is in line with Local Government procurement processes.

5.9 Disaster Financial Assistance Arrangements

There are two sets of financial arrangements which, if activated by the Minister, provide financial support to Queensland communities impacted by a disaster event through the reimbursement of eligible expenditure:

5.9.1 State Disaster Relief Arrangements

The intent of the State Disaster Relief Arrangements (SDRA) is to assist in the relief of communities whose social wellbeing has been severely affected by a disaster event (natural or non-natural). The SDRA is State funded, and therefore not subject to the Australian government-imposed event eligibility provisions or the activation threshold that exists under the NDRRA. Consequently, SDRA is able to address a wider range of disaster events and circumstances where personal hardship exists.

5.9.2 Natural Disaster Relief and Recovery Arrangements


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The intent of the Natural Disaster Relief and Recovery Arrangements (NDRRA) is to assist the relief and recovery of communities whose social, financial and economic wellbeing has been severely affected by a disaster event. The arrangements provide a cost sharing formula between the State and Australian Government and include a range of pre-agreed relief measures. To claim for expenditure reimbursement under SDRA and NDRRA arrangements:

• The relevant arrangements must be activated

• The relevant relief measures must be activated and the expenditure must meet the eligibility requirements of that measure

• Documentary support for all eligible expenditure detailed in the claim must be provided by the claimant

6. Recovery Strategy For the purpose of effective coordination aspects of recovery are conceptually grouped into four functions. It is important to acknowledge that the four functions of recovery overlap and recovery arrangements must reflect the inter-relationship between each of these functions. Annexure C details the Mount Isa City Community Recovery Plan.

6.1 Economic

Economic recovery includes renewal and growth of the micro economy (within the affected area) and the macro economy (overall economic activity of the state). Economic recovery includes individual and household entities (e.g. employment, income, insurance claims), private and government business enterprises and industry. It includes assets, production and flow of goods and services. It includes capacity for the export of goods and services from the affected region and securing confidence of overseas markets.

6.2 Environment

Environment, or natural environment, recovery includes restoration and regeneration of biodiversity (species and plants) and ecosystems, natural resources, environmental infrastructure, amenity/aesthetics (e.g. scenic lookouts), culturally significant sites and heritage structures. It includes management of environmental health, waste, contamination and pollution and hazardous materials. The functional lead agency for environmental recovery is Department of Environment and Resource Management.

6.3 Human-Social

Human-social recovery includes personal support and information, physical health and emotional, psychological, spiritual, cultural and social well-being, public safety and education, temporary accommodation, financial assistance to meet immediate individual needs and uninsured household loss and damage.

6.4 Infrastructure


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Infrastructure, or built environment, recovery includes repair and reconstruction of residential and public buildings, commercial, industrial and rural buildings and structures, government structures, utility structures, systems and services (transport, water, sewerage, energy, communications) and other essential services and dam safety. The functional lead agency for infrastructure recovery is the Department of Local Government and Planning. The LDMG has adopted the nationally established principles for recovery which recognise that successful recovery relies on:

• Understanding the context

• Recognising complexity

• Using community-led approaches

• Ensuring coordination of all activities

• Employing effective communication

• Acknowledging and building capacity

7. Public Health Throughout the year, Mount Isa City Council is responsible for public health. During emergencies, the managers of each Council department ensure that the following functions are provided:

• Safe and adequate water supply – emergency power backup is provided at all Council facilities. Testing of water supplies is undertaken to ensure that no contamination has occurred. Residents are advised to conserve water

• Safe and adequate food supply – Environmental Health Officers inspect food premises to ensure compliance with food safety standards

• Emergency ablution facilities – emergency power backup is provided at all Council sewerage treatment facilities. In the event of treatment plant failure, the LDMG would seek assistance from the DDMG for provision of emergency ablution facilities

• Refuse and waste disposal – transfer stations are located in the communities of Mount Isa and Camooweal. Normal refuse disposal services continue until prevented by loss of access. Services are resumed as soon as access is reinstated. Council may provide industrial waste bins to isolated communities after an event, as required

• Vermin and vector control – Council monitors vector breeding areas prior to and during events and undertakes control where necessary as soon as waters recede, and access is available. Vermin control is addressed on an ‘as needed’ basis

• Infectious disease control – Council works with Queensland Health as incidents occur. Queensland Health is a specialist advisor to the LDMG

• Guidance on personal hygiene requirements – Council has prepared fact sheets on personal hygiene that are distributed to the community as required. Supplies of detergent and hand sanitiser may be supplied for distribution at evacuation centres or as required

• Disposal of dead stock and animals – Council organises burial of dead animals on site, if possible, or at the landfill, depending on the type of event


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• Specialist public health advice is available through Queensland Health Public and Environmental Health Services

• Annexure B details MICC Public Health Disaster Management Plan


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8. Evacuation and Evacuation Centre Management

The Mount Isa LDMG has the capacity and capability to conduct and support the evacuation of small numbers of persons from effected areas of the town to non effected areas of the town. It is acknowledged by the LDMG and the DDMG that larger scale evacuations would require significant coordination and assistance from both District and State levels of the Disaster Management system.

8.1 Evacuation Centres

Table 8.1 on the following page lists the buildings which have been identified as potential evacuation centres subject to the adequacy of their provisions.

Mount Isa City will request bedding and other materials, as required, from the District and make them available to the shelters on their activation.

8.2 Evacuation Centre Managers

Mount Isa City will appoint welfare centre managers for each centre in consultation with the owners of each centre. Local welfare is usually co-ordinated under the auspices of the SES, through a Welfare Officer. The managers will be responsible for welfare arrangements on a daily basis.

8.2.1 Duties of Evacuation Centre Managers

Evacuation Centre Managers will be responsible for the day to day operation of the Evacuation Centre. This will include:

• Organising the physical set up and adequate provision of the Evacuation Centre

• Be responsible for the overall co-ordination of the centre

• Liaise with LDCC to ensure the adequate provision of food, bedding, volunteers, access to medical treatment and any other needs of evacuees

• Registration of evacuees (names/address, telephone, next of kin)

• Ensure persons with special needs are given appropriate assistance

• Ensure adequate feed back to LDCC regarding problems, either in respect of management of the Welfare Centre or special needs of clients

• Ensure information, i.e. medical, insurance, financial assistance (Govt Dept) etc is available to all people

• Ensure adequate records of activities and expenses are maintained


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Evacuation Centres

Building Owner Contact Number

of Toilets

No of Showers

Cooking Facilities

Short-comings

Additional Facilities Required

Notes Estimated Shelter

Capacity

Civic Centre Building

MICC CEO 11 + 6 urinals

2 Commercial Kitchen

A/C 1,000

Mount Isa State Schools

Dept of Education

Principal

Church Halls

Buchanan Park Multi-Functional Entertainment Facility – Entertainment Centre

MICC CEO 5M + 5F

1 m + 1F Nil Not Heated Mobile amenities units may be brought in as required. Additional amenities are available at Kalkadoon Stadium Area

A/C 1,000

Other

Table 8.1 Evacuation Centres – Mount Isa


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Following an event, the Local Disaster Management Group will coordinate the assessment of damage to the community and infrastructure. If specialised skills are required (Building inspections) the LDMG will request support from the District Group.

Following an evacuation, the LDMG will coordinate damage assessment of critical infrastructure, essential services and dwellings prior to the return phase of the evacuation operation.

10. LDMG Sub-Plans and Reference Documents Current Sub Plans and Annexures Include:

• LDMG Core Group, Advisors and Specialist Advisors Group List– Annexure A

• Public Health Sub Plan – Annexure B

• Community Recovery Sub Plan – Annexure C

• Disaster Risk Management Report – Annexure D

• Workplace Health and Safety Natural Disaster Guide – Annexure E

• Road Closure Wet Weather Policy – Annexure F

• Distribution List – Annexure G

• Workplace Health and Safety Leichardt River Prescribed Burn Procedure – Annexure H

• Annexure I - Local Levels of Activation for Response Arrangements

• Annexure J - Local Levels of Activation for Recovery Arrangements

Reference Documents:

(1) City of Mount Isa Planning Scheme (July 2015) Doc ID. 531647 (2) Local Government Counter Terrorism Risk Management Kit – LGAQ https://www.lgaq.asn.au/ (3) Emergency Action Plan – Julius Dam Doc ID. 609325 (4) Emergency Action Plan – Leichardt River Dam Doc ID. 586765 (5) Emergency Action Plan – Rifle Creek Dam Doc ID. 586768 (6) Concept of Operations 6.5 https://www.disaster.qld.gov.au/dmg/Recovery/Pages/6-5.aspx

(7) Queensland Disaster Management Arrangements https://www.disaster.qld.gov.au/dmp/Documents/Queensland-Disaster-Management-Arrangements-Participant-Guide.pdf

(8) Disaster Management Act 2003 (9) Disaster Management Regulation 2014 (10) Australian Veterinary Emergency Plan (AUSVETPLAN)

https://www.animalhealthaustralia.com.au/our-publications/ausvetplan-manuals-and-documents/

(11) Australian National Counter Terrorism Plan 2017 https://www.nationalsecurity.gov.au/Media-

and-publications/Publications/Documents/ANZCTC-National-Counter-Terrorism-Plan.PDF

https://www.lgaq.asn.au/

https://www.disaster.qld.gov.au/dmg/Recovery/Pages/6-5.aspx

https://www.disaster.qld.gov.au/dmp/Documents/Queensland-Disaster-Management-Arrangements-Participant-Guide.pdf

https://www.disaster.qld.gov.au/dmp/Documents/Queensland-Disaster-Management-Arrangements-Participant-Guide.pdf

https://www.animalhealthaustralia.com.au/our-publications/ausvetplan-manuals-and-documents/


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Annexure A - LDMG Core Group, Advisors and Specialist Advisors Group Lists

Name Position Organisation Work Address Phone Email

Mayor Danielle Slade Chair Mayor of Mount Isa Mount Isa City Council

Po Box 815 Mount Isa Qld 4825

BH 07 4747 3200 Fax 07 4747 3209

Mobile 0417172068 [email protected]

Cr Phil Barwick Deputy Chair Deputy Mayor Mount Isa City Council


Fax 07 4747 3209

Mobile 0403 404 469 [email protected]

Sharon Ibardolaza Local Disaster Coordinator

Director Engineering Services Mount Isa City Council


BH 07 4747 3200 Fax 07 4747 3209


Emilio Cianetti Deputy Local Disaster Coordinator

Chief Executive Officer Mount Isa City Council


BH 07 4747 3270 Fax 07 4747 3209

Mobile 0417 745 962

[email protected]

Bruce Evernden Inspector Queensland Fire and Emergency Service

Cnr West & Helen St Mount Isa Qld 4825

Phone 07 47472354 Mobile 0429 369 935

[email protected]

Supt Rhys Newton District Disaster Coordinator - DDMG

Mount Isa District Queensland Police Service

7 Isa Street Po Box 1050 Mount Isa Qld 4825

BH 47441100 (Reception) Mobile 0407 627 911

Senior Sergeant Jeffrey Magnus

Executive Officer/Disaster Management Support Officer

Mount Isa District Queensland Police Service

7 Isa Street Po Box 1050 Mount Isa Qld 4825

BH 07 4744 1826 Mobile 0429 322 148

[email protected]

Elliott Dunn

Emergency Management Coordinator

Northern Region, Mount Isa - Queensland Fire Emergency Services


BH 4747 2353 Fax 4749 1787


Carrie Baxter Minutes Clerk (not core group member)

Executive Assistant Mount Isa City Council


BH 07 4747 3215 Fax 07 4747 3209

Mobile 0436 481 824

[email protected]

mailto:[email protected]









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Advisors


Gordon Graham Area Controller QFES/State Emergency Service


Mobile 0418 781 676 SES Activation 132 500

[email protected]

David Munson

Acting Local Controller QFES/State Emergency Service


Mobile 0403 679 504 SES Activation 132 500

[email protected]

Craig Hansen

Officer in Charge Queensland Ambulance Service


Mobile 0447 756 249

[email protected]

Officer in Charge Camooweal Police

Senior Sergeant Qld Police

Nowranie Street Camooweal Qld 4828

BH 07 4748 2148 Mobile 0474 471 213

[email protected]

Gaven Bunker Kimberleigh Smith

First Officer Officer

Rural Fire Station


Phone 07 4747 2355 Mobile 0447 835 000

[email protected] [email protected]

Sonja Johnson

Director iProgram and Planning and HEOC Executive Officer

Mount Isa Base Hospital

30 Camooweal Street Mount Isa Qld 4825

BH 07 4764 0210 Mobile 0417 261 335

[email protected]

Lyndsay Jameson Media Officer Mount Isa City Council Po Box 815 Mount Isa Qld 4825

BH 07 4747 3203 Fax 07 4747 3209

[email protected]

Graham Hills Emergency and Protective Services Superintendent

Glencore / Mount Isa Mines

C/O Sd Department Private Mail Bag 6 Mount Isa Mines Mount Isa Qld 4825

BH 07 4744 2119 Mobile 0402 576 207

[email protected]

Stephen Farrelly

Chief Executive Mount Isa Water Board Po Box 1712 Mount Isa Qld 4825

BH 07 4740 1000 Mobile 0413 637 723

[email protected]

Fiona Quirk Area Director

Northern Region – Rural Fire Service Queensland Fire and Emergency Service

23 West Street Mount Isa Qld 4825














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Specialist Advisors


Darren Reddicliffe Work Group Leader Ergon Energy 1 Transmission Street Mount Isa Qld 4825

Phone 07 4747 3000 Mobile 0418 757 598

[email protected]

Neil Atwell Senior Account Executive

Telstra 131 Anderson Street Cairns Qld 4870

Phone 07 4047 5025 Mobile 0427 443 560

[email protected]

Maddie Bradford President - QCWA Qld Country Women’s Association

5 Isa Street Mount Isa Qld 4825


Eddie Hollingsworth Zoe Douglas

Manager Acting Manager

Dept. of Aboriginal and Torres Strait Islander Multicultural Affairs


Phone 07 4744 9789 Mobile 0472 809 103

Mobile 0436 691 512

[email protected]

[email protected]

Tracey Board Manager Dept. Communities and Child Safety


Phone 07 4749 7505 Mobile 0412 553 919

[email protected]

Paul Smith Station Manager Mica Creek Power Station Control Room

Powerhouse Road Mount Isa Qld 4825

Phone 07 4740 0700 24 / 7 07 4745 4730

[email protected]

Phil MacMahon Operations Establishment Manager

APA Group – Power 121 Wharf Street, Spring Hill, Qld 4000

Mobile 0418 361 377

[email protected]

Nikki Row Area Manager Department of Housing and Public Works

19 West St Mount Isa QLD 4825

Phone 07 4437 2701 Fax 07 4747 2138

Mobile 0419 882 853

[email protected]

Jessika Brind Superintendent Qld Ambulance Service

[email protected]











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Annexure I - Local Levels of Activation for Response Arrangements

Triggers Actions Communications

Ale

rt

Awareness of a hazard that has the potential to affect the local government area

Hazard & risks identified

Information sharing with warning agency

LDC contacts LDMG members

Initial advice to all stakeholders

Chair and LDC on

mobile remotely

Lean

Fo

rwar

d

There is a likelihood that threat may affect local government area

Threat is quantified but

may not yet be imminent

Need for public awareness

LDMG is now to manage the event

LDC conduct analysis of predictions

Chair and LDC on watching brief

Confirm level & potential of threat

Check all contact details Commence cost capturing

Conduct meeting with available LDMG

Council staff prepare for operations

Determine trigger point to Stand Up

Prepare LDCC for operations

Establish regular communications with warning agency First briefing core members of LDMG

LDC advises DDC of Lean Forward & establishes

regular contact

Warning orders to response agencies

Public information & warning initiated

Chair, LDC and LDMG members on mobile and monitoring email remotely

Ad-hoc reporting

Stan

d U

p

Threat is imminent

Community will be or

has been impacted Need for coordination in

LDCC

Requests for support received by LDMG agencies or to the LDCC

The response requires

coordination

Meeting of LDMG Core Group

LDCC activated

Rosters for LDCC planned & implemented Commence operational plans

Local government shifts to disaster operations

LDMG takes full control

SOPs activated

Core group of LDMG located in LDCC

Commence SITREPs to DDMG

Distribute contact details

DDMG advised of potential requests for support

LDCC contact through established land lines and generic email addresses

Chair, LDC and LDMG

members present at LDCC, on established land lines and/or mobiles, monitoring emails

Stan

d D

ow

n

No requirement for coordinated response

Community has

returned to normal

function

Recovery taking place

Final checks for outstanding requests Implement plan to transition to recovery

Debrief of staff in LDCC

Debrief with LDMG members

Consolidate financial records

Hand over to Recovery Coordinator for reporting

Return to local government core business

Final situation report sent to DDMG

LDMG members not involved in recovery operations resume standard business and after hours contact arrangements


Page 78 of 78

Annexure J - Local Levels of Activation for Recovery Arrangements

Triggers

Actions

Communications

Rec

ove

ry

Ale

rt

Response phase at ‘lean forward’ level of

activation

Appointment of LRC as appropriate Potential actions and risks identified

Information sharing commences

LRC in contact with LDCC/LDC

Initial advice to all recovery stakeholders

LRC and LRG members on mobile remotely

R

eco

very

Lea

n F

orw

ard

Response phase at ‘stand up’ level of activation

Immediate relief

arrangements are required during response phase

Monitoring of response arrangements Analysis of hazard impact or potential impact

Relief and recovery planning commences

Deployments for immediate relief commenced by

recovery functional agencies

LRC and LRG members on mobile and monitoring email remotely

Ad hoc reporting

R

eco

very

Sta

nd

Up

Immediate relief arrangements continue

Response phase

moves to ‘stand down’ level of activation. Medium term recovery commences.

LRG activated at LDCC or alternate location

Recovery plan activated

Deployments for immediate relief response

Action plans for four functions of recovery

activated as required

Community information strategy employed

Participate in response debrief Transition arrangements from ‘response and

recovery’ to ‘recovery’ activated including handover from LDC to LRC

Action plans for four functions of recovery continue Community information strategies continue

LRC and LRG members present at LDCC or alternate location, on established land lines and/or mobiles, monitoring emails

LRC and LRG members

involved in medium term recovery continue as required

Regular reporting to

LDMG/LDC

Rec

ove

ry

Stan

d

Do

wn

LRG arrangements are finalised. Community returns to normal activities with ongoing support as required.

Consolidate financial records Reporting requirements finalised

Participate in recovery debrief

Participate in post event debrief

Post event review and evaluation

Long term recovery arrangements transferred to functional lead agencies

Return to core business

LRC and LRG members resume standard business and after hours contact arrangements

Functional lead agencies report to LRC/LRG as required